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'
Sunday, March 28, 2010
Monday, March 22, 2010
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'
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'
Sunday, March 14, 2010
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"
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"
Monday, March 8, 2010
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'
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'
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