Back to basics

Hi Everyone,
It's really tempting to invest your time and efforts in the latest fad. I've done and perhaps you have too.

I don't actually think that's a bad thing as long as you understand the underpinnings of what you are trying to achieve and you don't put all of your eggs into one basket.

An example of where this type of thing can cause problems is Judo's new rules about leg grabbing. For a number of years some very flashy pick-up throws have become popular to the point that they have become the favourite technique of many athletes. All of a sudden they are as good as banned leaving those that have focussed on these techniques struggling to develop effective attack methods.

For this reason good coaches train their students soundly in the basics of throwing and the basic techniques to a very high level before allowing them to get swept away with the latest fad manouvre.

Techniques are there to achieve a purpose, keep the purpose in mind, understand the basic principles that will allow you to succeed and develop a range of contingencies that are consistent with the basic principles to ensure that you don't lose out because your one technique, for whatever reason, is no longer viable.

Kind regards
Simon 'At Your Service'

Doing it now

Hi Everyone,

You know growing up our coaches would always tell us to attack 'now' when we were engaged in a tough fight.

They could see when our confidence was down, or when we were over analysing the situation. They wanted us to commit to doing something with complete effort 'now'.

I think that's a lesson that is a very important one indeed. Deciding to do it 'later' can end up with it not getting done and can breed a negative vibe as we dwell on why it might not work. It can also end up with wasting time through double handling and that's not very 'judo' now is it?

Kind regards
'Simon At Your Service'

Defence!!!

It's funny what reputations can do for business. It's just like taking on the big name player at a judo tournament. It can seem much more of a challenge just because of your perception of things.

If you are starting out with a great idea you need to consider what stories can be created about you to deter competitors. If your offering appears to be great, your product range superior, your uniform professional, and your marketing strong, you may very well put off new entrants. Keep in mind that this can be 'created' without necessarily spending a huge amount of money. We are trying to cause people to see our business in a certain way, our business may not yet be all that advanced but it's the perceptions that count.

Time to get the creative juices flowing to put up some barriers to new entrants coming to compete against you.

Kind regards
Simon 'At Your Service'

A time for reflection

ANZAC Day is a day of reflection for many of us as we consider the sacrifices many people made for the betterment of the general poulation.

Reflection is a valuable practise! It allows us to look back and learn, which will hopefully prevent future mistakes.

Take the time to not only reflect on key dates on your calendar but also on elements of your business, such as key decisions, outcomes of relationships, results of marketing campaigns and the success of deals done.

Set goals and find a way to measure impacts as you go. This will allow you to reflect with greater ease and clarity facilitating decisive action.

Action - reaction - action along the way from a platform of solid planning will set you up well for success.

Kind regards
'Simon At Your Service'

One size doesn't fit all!

One of the things I love about judo is that anyone can find a range of techniques to suit them. With some sports there is a best way to do things and a certain type of athlete (build etc) that is likely to succeed. With judo you develop techniques that suit your build and situation. As an example, taller, leaner people may prefer leg throws whilst shorter, stockier folk could excel using shoulder techniques.

This is a useful example to apply to business where making the best of what advantages you have is vitally important. What do you do really well? And how can you build on it to develop your unique form of competitive advantage?

Lesson 5

Hi Everyone

The fifth lesson put forth by Jigoro Kano in lessons for judo outside of the dojo is contained in an eloquent statement I believe lends itself to reflection rather than explanation. The statement is as follows:

Walk a single path, becomming neither cocky with victory, nor broken with defeat, without fogetting caution when all is quiet or becomming frightened when danger threatens. (Kano, Kodokan Judo, 1994, Kodansha International, Tokyo, p. 25.)

I look forward to sharing a new theme next week.

Kind regards
Simon 'At Your Service'

Do you know when to stop?

This week I am continuing to share the 5 priciples of judo outside the dojo.

The fourth principle needs little explanation, Jigoro Kano suggests that you should know when to stop (Kodokan Judo, 1994, Kodansha International, p. 25). 'This can be stated quite simply, when a predetermined point is reached, it is time to cease applying the technique, or whatever'.

This is something that most successful gamblers or investors have used as a basis for their activities. Knowing what they have to play with and setting clear boundaries set as to when enough is enough. In business this would be akin to your succession plan that highlights the details of when and how you will remove yourself from the business if things aren't going as planned.

Having this type of plan also prevents us from making a very common decision-making error commonly known as, 'escalating commitment'. Which Waddell et al  (Contemporary Management, 2007, McGraw-Hill, p. 280) state, is 'a source of cognitive bias resulting from a tendency to commit additional resources to a project even if evidence shows that the project is failing'. In other words, continuing to plunge more and more resources into something that is clearly not working. I wonder if that something you've experienced? I know that as a kid I used to do something similar when I was telling a lie!

I look forward to sharing the 5th lesson on judo outside of the dojo next week.

Kind regards
Simon 'At Your Service'

Judo outside of the training hall principle 3

Following on from my last few posts we will now look at principle three of judo outside of the dojo.

This principle is one that many people are familiar with. As a result of the sense it makes, it's intention has been captured in many business quotes by many different authors. Jigoro Kano (1994, Kodokan Judo, Kodansha International, Tokyo, p. 25), states this concept as, "consider fully, act decisively".

Most people in business or business academia will be familiar with the idea of an environmental analysis. It is a key element of almost every marketing, management and strategic management text. This states the situation that your business faces regarding the forces that directly influence it (competitors, suppliers etc) and the broader forces that also have an impact (technological change, economic conditions etc). Conducting an environmental analysis is very important in allowing you to plan for the success of your business. Many people will not want to spend the time with this type of analysis in their race to get on with the business of running their business. And this if of course against the third principle. In a dynamic and rapidly changing environment having a framework of where you fit in is so important for you to effectively and efficiently manage your business. The business blueprint discussed in previous posts is a great way for you to link the environment to your business activities through the eyes of your customer (please let me know if you need my help as you develop yours).

Of course that leaves us with the act decisively part. If you know where you stand and the levers you can employ to get ahead, it is time to seize the opportunity before you. Take a focussed approach to getting the job done. On the mat we see so many instances where someone makes a half hearted attack and almost without fail that attack is the one that allows a devastating counter attack to take place. Therefore once you've considered your position, put everything reasonable into achieving your goal.

Good luck with your business!

Kind regards
Simon 'At Your Service'

Taking the lead

Once again I will be referring to the principles laid down by Jigoro Kano for practicing judo outside of the dojo.

In a brief post this week We will discuss the concept of taking the lead. Kano suggests that many people who play strategic games like chess will be familiar with this concept (Kano, 1994, Kodokan Judo, Kodansha International, Tokyo, p. 25). Where you make a move that entices your opponent to move in a certain way or gives the impression that they will gain the upper hand but your forward planning allows you to incorporate that move into your grand plan to beat them.

I see it on the football field where the person with the ball draws their immediate opponent to them in order to free up a team mate and on crime scene television shows where the criminals are baited carefully into their confessions.

Consider where taking the lead will allow you to maintain the advantage.

Kind regards
Simon 'At Your Service'

The relationship between self and others

Jigoro Kano, the founder of modern judo, sets out five principles for using judo outside the dojo (training hall).
Today I would like to consider the first. Careful consideration of the relationship between self and others (Kano, 1994,  Kodokan Judo, Kodansha Internationa, Japan)

Understanding the relationship between yourself and others obviously involves an understanding of many relationships. Some of these include: you as manager and the staff / stakeholders, you as manager and the market, you as manager and the political / legal system, and you and your relationships outside of work.

In the service industry your staff, particularly the 'front of house' in high contact businesses are incredibly important as the are often seen by the customer as a part of the service itself (Lovelock et al, 2007, Services Marketing, edn 4, Pearson, NSW, pp. 60-61) and a focus on mimising cost may actually see you with poor staff, poor relationships and poor results (pp. 118-122). Understanding how you are perceived by staff and working to keep them happy, motivated and up to the tasks at hand are essential elements for your success.

Ensuring open communication and positive relationships with your suppliers, distributors and other publics may also prove to be a source of competitive advantage.

Being seen by your customers to be a good person and to do the right thing is important for their day to day contacts (it is commonly cited that people choose people they like to do business with) and of course the esteem they hold you in. This is the basis of your reputation which will drive your business positively into the future. It is also the basis for relationship marketing which looks at forming a relationship with customers that ties them to the service, creates higher switching costs and creation of better value (Lovelock et al, 2007, Services Marketing, edn 4, Pearson, NSW, pp.342).

So, take the time to find out how you and your offering are perceived by the important people and groups around you and start to managed those perceptions carefully for the long-term health of your business.

Of course don't foget those you love and those that belong to your social network and general community. For your emotional health and well being, they are the most important and shouldn't be ignored as you strive to build your business (remember Jita Kyoei).

Kind regards
Simon "At Your Service"

Delivery!!

If you are a service based business, how do you deliver to your clients?

In answering this question we need to broaden the concept of delivery to some degree as the usual product based delivery just idea doesn't cut it.

We need to think about opening hours and how they are best timed to meet the needs of our customers. The different methods by which we can provide the service (bricks & mortar v's brick & click or even a totally online environment) and how easy it is for clients to access the service when and where they need it (e.g. if it's simply an e-book, do your market have the equipment or inclination to go online and is it published in a format that your target market can download and open, or can people safely enter your shop front if that's how your business rolls). If you have a work site, is it easy to find? Or does it have suitable and safe parking? If you actually visit the client, can this be done in a manner that that best provides value to the custmer and the business. What contingency plans do you have in place to manage a situation where your service becomes temporarily inaccessible (e.g Canada almost didn't have enough snow and ice for the Winter Olympics)? What happens if you are sick and it's a one person business?

Make sure you talk to your market and monitor trends to ensure you can currently and continually 'deliver' your market offering in the manner that best suits them.

Kind regards
Simon 'At Your Service'

Planning from your service blueprint

Ok so you've got your service blueprint in front of you. This map, laid out much like a theatre production is a terrific starting point to allow you to think about your processes and the impacts they will have on your customers. At this point I recommend taking each contact point with your clients and flow charting the related functions.

As I have mentioned in a previous post, I am currently using www.lucidchart.com for this purpose in my own business systemisation. I like being able to see the headlines and how they relate to one another and the flow charts are a great way to to this.

Following the flow chart comes the detail. Observe staff and ask for their descriptions of what it is they do, task by task, within each flow charted function. Get this down on paper in as much detail as you can (your aim is to get the detail required so that anyone could pick up your document and after some study, do that task). Review each task with your staff and look for any efficiencies that you could build in and then re-write the details. Include scripts for common inquiries and developments and remember lots of headings to ensure readability and you will need to make sure they are consistent with those in the flow charts.

Compile the details in a systematic fashion, establish a review timetable and rules on updating the documents and you have yourself the framework of an operating system.

Brad Sugars (ActionCoach International, 2004,  Instant systems - The Keys to Multiplying Your Business Profits) also suggest careful pre, during and post consultation with your staff to minimise the risk of upsetting them with the process.

It will not be an easy or quick process but it will be well worth while as it will allow you to leverage your time and will ultimately support your staff to do what they do well.

Good luck with setting up your systems at work!

Simon 'at your service'

Where to start with systems

I have recently purchased and read a copy of Instant Systems: The Keys To Multiplying Your Business Profits (2004, ActionCoach International Pty Ltd, Brisbane) by well known entrepreneur and founder of the ActionCoach empire, Brad Sugars. It was a quick read, presented in terms that anyone could understand.

It was an interesting book that confirmed that mapping out what you do is a great starting point when it comes to developing business systems. Actually seeing what goes on in your business now, provides the clarity and base-line measures you need to ultimately put systems in place to allow you to work more efficiently, support your new and existing staff and buy yourself the time you need to enjoy the fruits of your labour. Of course this is especially interesting to me given one of judo's most important philosophies of 'Seiryoku Zenyo' or maximum efficiency with minimum effort. http://judoinfo.com/seiryoku2.htm


I take a slightly different view of the first step in systemisation than Mr Sugars, by advocating the development of a service map prior to analysing each function. This provides an eagle eye view of what happens in your business from the point of view of the customer. Although it is important only to do this after reviewing why you are in business in the first place and what you aim to achieve!

Service maps or blueprints were the concept of  manager extraordinaire Lynn Shostack and have contributed considerably to the field of service marketing (Lovelock etal, 2007, 'Services Marketing,' 4th edn, Pearson, NSW, pp. 214-220). As I have already suggested, they are customer based and once created, will allow you to drill down into each function (as seen or exerienced by your clients) in order to look at 'where are we now?' And 'what should it look like?' To me this is like a portrait artist beginning their work with an outline and then systematically adding layers of detail in to complete something that will hopefully tell enough of a story to win the elusive Archibald Prize.

If you are interested in exploring service mapping further, please contact me for details.

Next week we'll look more closely at the processes that follow the service map.

Kind regards
Simon 'At Your Service'

Expectation part 2.

Last week we began to look at managing expectation. As I'm quite a visual person I will insert a graphic representation of last weeks post in order to ensure it is easy to digest for those of us who prefer to see pictures and maps rather than straight text.

Whilst the map looks quite straight forward i.e. performance below expectation = dissatisfaction, performance at expected levels = satisfaction and performance above expectation = delight, we need to complicate things as we determine what constitutes satisfaction for your customers.

Lovelock et al (2007, Services Marketing, Pearson, NSW, p. 77-8) suggest analysing the following types of expectation when developing your service product and quality standards: desired or ideal expectation or what the customer wants in the ideal world, the optimum quality; equitable or deserved expectation or what they think is fair or right; predictive expectations or what they think will happen; and adequate or minimum tolerable expectation, the very least they will tolerate before looking for another provider. Entrepreneur and keynote speaker / author Peter Sheahan (FL!P, 2007, Random House, p. 32) agrees with many, suggesting that the best type of expectation to start from is the desired or ideal expectation,

"A satisfied need no longer motivates. Once a need is met we move up our hierarchy and start desiring more and more of less and less practical things. Things that were once desires are rapidly becoming necessities".

In other words give people what they want instead of what they expect or need.

Your challenge then is to ask your market what it is they want and get about putting the systems in place to deliver it. Another case of Jita Kyoei (see post 1) developing here!

 

'Til next week!!

Simon "at your service

Expectation - the key to happy customers!

It seems that most of us are constantly striving to ensure our service product is as good as it can be in order to meet the needs and wants of our consumers. Along with, that our marketing has become more and more sophisticated in an attempt to paint our business in the very best fo lights and convince the world of how great we are, but....does this provide us with the most efficient pathway to delighting and thus gaining the ongoing patronage of those we are aiming to serve?

Kotler et al (2007, Marketing, 7th edn, Pearson, NSW), describe customer satisfaction as:

"The extent to which a product's perceived performance matches a buyer's expectations. If the product's performance falls short of expectations the buyer is dissatisfied. If the product matches or exceeds expectations the buyer is satisfied or delighted". 

Therefor it could be prudent need to invest some serious effort into managing customer expectations instead of always focussing on the development of  higher quality services or searching for bigger and better superlativesto use in our marketing campaigns.

When marketing, look to portray yourself as competitive within your industry or you won't attract the customers in the first place but also be realistic about your offering and capabilities to deliver what you say you will. The old adage, "under promise, over deliver", holds as true today as ever. If you continually market yourself as amazing and only deliver satisfactory, you will end up with dissatisfied customers. If you promise satisfactory and deliver amazing, your consumers will be delighted.

Same quality output + a diffierent spin = a very different outcome for your business.

More on this topic next week!

Simon at your service.

Focus, focus, focus!!

Most of you will have heard of Porter's discussion on strategy (cited in Thompson Jr., Strickland III, & Gamble, 2007, Crafting and Executing Strategy: A Quest for Competitive Advantage, 15th edn, McGraw - Hill, NY.). The developed version of this work suggests that the generic strategies are low-cost, broad differentiation, best-cost, focussed low-cost and focussed differentiation.

Depending on your business and market there could be very good reasons for selecting anyone of these strategies. According to the research of Yoffie & Kwak (2001, Judo Strategy: Turning Your Competitior's Strength to Your Advantage, Harvard Business School Press, USA) however, small, new or developing companies should consider maintaining a deep focus on core business. If you choose to follow the path of differentiation, this could become increasingly difficult. Logically, the less core competencies (performing something consistently well at a good price) you need to develop to compete in your market(s), the more resources you have to focus on bringing your competencies to a level beyond that of your competitors. In saying this, keep your planning flexible and your market knowledge current as there are obvious risks in putting all of your eggs into one basket.

We see this flexible focus on the mat, good players have a shortlist of skills that they drill to perfection, develop entries for, combination techniques with and defensive techniques from. In the case of throwing they may have between 2 and 4 of these 'tokui waza', or favourite techniques and a further half a dozen small or supporting techniques. Whilst there are always exceptions to the rule, those that do not focus their training often don't develop the critical 'polish' on any one technique to be consistently successful as they fight.

To help you focus you efforts, start by asking yourself the following: what is my business? Who are my customers? How do I best give them what they need and want? And how can I do all this as efficiently as possible?
Until next week

Simon at your service

Delivering the knockout blow!

Welcome back to the fray,

A number of authors including Yoffie & Kwak (2001), have used the metaphor of judo to describe business strategy. As a judo player this appeals to me and as a service business owner I think it the metaphor is generally a good one.

In order to win a judo match you can use a range of techniques to 'deliver' a win that signifies a knockout blow. This could be a throw, pin, joint lock or strangulation technique. The key word today is 'deliver'. As a provider primarily of services as opposed to products, consider how you 'deliver' a service that meets the needs of your consumers.

How do you determine your opening hours to ensure that your customers have access to your service? Where is your service factory located and can your clients easily get to it (whether it is a physical, virtual or combined operation, this needs to be considered)? If you have a shop, is there enough parking or nearby public transport that is easy to access and safe? How does your delivery system make your customer feel (i.e. what effect do symbols, stories, attitudes, the service environment etc have on your client and how can this be used to increase the reputation and quality of your service in your customers eyes?)? Can people read and understand your marketing material and service information? How do can your customers access you  to provide feedback on your service offering, especially when they actually become a part of the service?

We each deliver our own service in our own way but we must also take the time to consider how these services are actually delivered to our consumers, whether this meets their needs and desires and if there is anything we can do to improve the access to our service in a way that is realistic from a resourcing point of view.

Speak to you soon!

Jita Kyoei - The principle of mutual benefit

The term Jita Kyoei is one of the underpinning philosophies of judo that can go a long way to ensuring success in business.
Looking for mutual benefit in activities is the essence of what a service attempts to achieve. The business owner needs to make sure the busines will bring in enough revenue to provide for their living needs whilst at the same time providing the consumer with what they need or desire. It stands to reason that the happier the consumer is, the greater potential there is to earn a living.
Looking after other stakeholders and the community will not only benefit them but will in turn further improve the reputation of the business.
In short, ask your consumer what they want, provide a service that meets their wants and desires and consider the long-term benefits of maintaining the mindset of mutual benefit.

Speak to you next week!
Simon at your service

Why are services different from products

Hi Everyone,

If you are in business to be successful then it pays to understand the type business you are in!

Whilst it's sometimes difficult to differentiate a service from other product driven businesses, doing so can help illuminate some of the problems some types of business face as opposed to others.

Rarely are businesses now purely service or purely product propositions but understanding where your business lies on this continuum can be useful. If your businesses core offerings are predominantly services then according to many authors, the following factors may impact on the way you market your business and the risks your customers may perceive:
Intangability - there may be no physical object(s) that change hands thus customers can not readily assess your offerings against what they need or desire; heterogeneity - the people delivering the service are seen by the customer as one and the same as the service; inseperability - the customer is involved in the delivery of the service at varying levels and that needs to be managed by the service provider; and perishability - services can not be stored (generally), this means that they may be subject to capacity contraints without the benefit of being able to store your offerings for a rainy day.

I hope this has given you something to think about for the time being and will help you move towards success and beyond.

Kind regards
Simon at your service