December 24, 2007

"SMALL BUSINESS OWNER CONCERNS"

I was recently at a gathering of independent consultants from around the Tampa Bay area and we got around to talking about the concerns of owners of small businesses. From this, we devised a list of pet peeves commanding the attention of small-to-medium sized business owners, to wit:

• Employees/Human Resources - staffing and allocations, payroll, benefits, and management.

• Work environment - facilities and equipment, corporate culture.

• Systems - implementing business processes productively, and staying abreast of technological developments for competitive advantage.

• Regulations - complying with rules as established by government and industrial concerns.

• Time Management - scheduling and devoting time to the proper set of priorities.

• Financial Resources - managing and planning cash flow and investments for optimal return on investment.

• General Planning & Strategy - both short term and long term, including an analysis of the market and competition.

At the end of this session, we discovered that the concerns of small business owners are essentially no different than large corporations, except on a much smaller scale. The only difference was that the small business owner has to move faster than his corporate counterparts simply due to the size of his operation. For example, he doesn't have time to read voluminous business plans and financial statements. Instead, he requires summary reports which get to the point in a couple of pages. He needs good, sound supporting advice to make his life easier.

This got me thinking about the amount of time and money corporate executives invest in managing their company's affairs. True, some things require considerable time and effort to investigate, such as researching new products/services and checking market conditions, but most of what is done is what I refer to as "meatball" type analysis which should be easy and relatively inexpensive to prepare. Let me give you an example; a couple of years ago I was working with a Fortune 500 company who had contracted with another firm to produce a Business Systems Plan. This took several months to perform and resulted in a substantial document over three feet thick (I kid you not) costing the company $1.5 million. I was asked to flip through the document and give an opinion. It only took me a couple of minutes to discover the authors had reused narrative from other client projects in the document and that most of it was superfluous. But the fact that it was incredibly thick and printed on some pretty impressive looking paper, gave the company the feeling they had gotten their money's worth from the consultants. Interestingly, the company never acted on the information contained in the document simply because it was so voluminous and they couldn't find their way through it. In reality, a ten page report could have satisfied the company's needs, but I guess you cannot charge $1.5 million for a ten page document can you?

The point of all this is that the size of a company really has no bearing on the concerns of those charged with running it. They are all essentially the same. Nor does any business owner have the time or inclination to be devoured by detail. Although detail is important to substantiate claims, summary reports are more effective for supporting the needs of business owners. They simply want accurate and reliable information to act on regardless of the form it takes, but preferably not three feet thick.

If you would like to discuss this with me in more depth, please do not hesitate to send me an e-mail.

OUR BRYCE'S LAW OF THE WEEK therefore is... "Regardless of company size, the concerns of executive management are all essentially the same."

"MORPHING INTO THE REAL WORLD"

Friends, we have just published a new book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life.

Bonnie Wooding, the President-elect of the Toronto Chapter of the International Association of Administrative Professionals (IAAP) said, "Many of our members are just starting their careers and I will be recommending that they read this book, especially Chapter 3, Professional Development - a primer for business skills and filled with basic common sense advice that is simple, easy to follow and extraordinarily practical; and Chapter 5, Do’s and Don’ts of the Workplace, an excellent resource for those questions you are too embarrassed to ask for fear of looking foolish."

The Miami Hurricane recently reviewed it (10/22/2007) and said,

"the abundance of information the book provides is a good start for anyone about to take the first step into the real world. Though the concept of adulthood may seem intimidating, it's comforting to know that someone has at least written a guidebook for it."

Reviewer Bill Petrey praised it by saying, "Every young person entering the workplace for the first time should be given a copy of this book."

The book includes chapters to describe how a young person should organize themselves, how to adapt to the corporate culture, develop their career, and improve themselves professionally and socially. Basically, its 208 pages of good sound advice to jump start the young person into the work force. Corporate Human Resource departments will also find this book useful for setting new hires on the right track in their career. It not only reinforces the many formal rules as contained in corporate policy manuals, but also includes the subtle unwritten rules we must all observe while working with others. The book lists for $25 and can be ordered online through MBA or your local book store. Complementing the book is a one day seminar of the same name which can be purchased separately for $4,000.00 (U.S.) plus instructor travel expenses. For more information on both the book and the seminar, visit our corporate web site at: http://www.phmainstreet.com/mba/morph.htm
ISBN: 978-0-9786182-5-4

MY "PET PEEVE OF THE WEEK" IS "CHRISTMAS"

I don't want to sound like Scrooge or the Grinch, but Christmas is not one of my favorite holidays. I see it more as something for the kids as opposed to adults. Before I get started though, I want to make something perfectly clear; I still refer to this season as "Christmas" as opposed to the "Holidays" which may sound more politically correct, but to me it's an admission that Christians are in retreat in this country. I am not super-religious person mind you, but it bothers me that we have turned the celebration of Christ's birth into a marketing bonanza. To illustrate my point, consider the following:

• We spend millions on lights and decorations around the house as opposed to investing in our planet and conserving energy resources.

• Instead of helping the less fortunate, we give opulent gifts to people who really do not need them. Last time I checked, there are still places in the world where people are sick and hungry, and need an education or a roof over their heads.

• As opposed to trying to replenish our forests, we kill trees to do nothing more than decorate our homes for a few scant days.

• Instead of promoting Christ's words of peace, we are still at war with ourselves, particularly at the checkout counter.

If this has all changed, I must have missed the memo on it.

In the workplace, we exchange superficial gifts more because we feel we have to rather than because we want to. I would much rather have a heartfelt handshake than most of the gifts I have received in the office. But then again, this probably isn't politically correct either. I have even seen people compete over who is going to give the most extravagant gift to someone for political purposes as opposed to the generosity of their heart.

It is also customary to hold office parties this time of year, much to the delight of caterers, restaurants, hotels, entertainers, etc. But I wonder if the substantial money expended here would be put to better use by rewarding the employees with a bonus instead.

Following Thanksgiving, the media immediately shifts its programming into the Yule tide swing with Christmas music on the radio, and specials on television. It seems a little like brainwashing to me to force you into the Christmas spirit weeks before the actual holiday. I'm sorry, but I don't like being coerced into anything.

I wonder what Jesus would say about all of these shenanigans. First, he would probably wonder who the jolly fat guy was in the red outfit. I imagine he would tell us that we all have our priorities wrong. I can even hear him say, "Hey guys, you even got the day wrong!"

If Jesus were to come back, I'd bet he would be kidnapped by the marketing people for at least the month of December, maybe longer.

With this said, I sincerely wish everyone, be you a Christian, a Jew, a Muslim, or whatever, a very merry Christmas, not because I'm trying to force my religious beliefs down your throat, but because I genuinely wish you Peace on Earth, good will toward men. Maybe I do have the Christmas spirit after all.

Such is my Pet Peeve of the Week.

Note: All trademarks both marked and unmarked belong to their respective companies.

"BRYCE'S PET PEEVE OF THE WEEK"

Folks, a couple of years ago I started to include my "Pet Peeve of the Week" in these "Management Visions" podcasts. They have become so popular that I now syndicate them through the Internet and they are available for republication in other media. To this end, I have created a separate web page for my writings which you can find at phmainstreet.com Look for the section, "The Bryce is Right!" Hope you enjoy them.

AND FINALLY...

I received a few comments regarding my "Pet Peeve" on "Personal Advertising":

A C.M. in Ohio wrote...

"Advertising is at the root of everything now. It's really made me sick to my stomach how much advertising is in sports. I used to like to watch sports to get away from everything. Now you watch a game and you see ad signs everywhere or this play was brought to you by X and X beer company. Even the stadiums lost their character because the majority of them are named after corporations now - like Heinz field in Pittsburgh for example. Three Rivers was a great stadium name. Now when I hear Heinz field all I think of is red ketchup, which reinforces what you said!"

A W.E. in Pennsylvania wrote...

"I applaud your pet peeve this week. You are right, personal advertising has become so invasive. I have spoken on this theme many, many times over the years (much to the chagrin of my wife and co-workers). It seems that we can't go anywhere without being told "eat here" or "buy this" and as for stadiums, again you are correct. In fact I know a man that has a Nike "swoosh" tattooed on his arm and of course Harley Davidson tattoos abound. I bought a car recently and I told the dealer that if I pick up the car and it has any dealer stickers on it, the deal was off. They did not like that but I got a "naked" car.

Thank you for acknowledging the difference between Madison Ave. and the plumber up the street."

I also received quite a few comments regarding my "Pet Peeve" on "Being Taken for Granted":

An E.S. in Dallas, Texas wrote...

"Excellent ideas Tim! I subscibe to about 8-10 monthly publications along with three different newspapers and I will DEFINATELY be doing as you suggested as soon as my subscriptions terminate."

An A.G. in Illinois wrote...

"We are taken for granted more times than we realize. It's quite frustrating. I've canceled a lot of things and when they've asked me why I tell them the service is bad and the prices are worse. They then seem to want to apologize to me but hey apology or not once I'm burned I have a hard time going back to those places. Great article."

A C.M. in Portugal wrote...

"You are so right. I am from Portugal, and here it is the same. But the problem is that nobody cares about someone else's problems. And in the matter of your friend, his action had the right effect, but in regards to the price of oil, it doesn´t matter because none of us has the power to damage the pocket books of the oil barons. And when you say, "government as our leaders all like to dance to the fiddle of lobbyists" you are saying it all.

Thanks for your comments. For these and other comments, please visit my "Bryce is Right!" web site.

Keep those cards and letters coming.

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567.

Our corporate web page is at:

http://phmainstreet.com/mba/

Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

If you have any questions or would like to be placed on our e-mailing list to receive notification of future broadcasts, please e-mail it to timb001@phmainstreet.com

For a copy of past broadcasts, please contact me directly.

We accept MP3 files with your voice for possible inclusion in the broadcast.

There is no charge for adding a link to "Management Visions" on your web page, for details and HTML code, see the "Management Visions" web site.

Management Visions accepts advertising. For rates, please contact yours truly directly.

Copyright © 2007 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

Since 1971: "Software for the finest computer - the Mind."

END

December 17, 2007

"WHO CONTROLS THE WORK ENVIRONMENT?"

Good question. For years, controlling the work environment was considered management's responsibility. After all, they were the ones charged with the task of implementing certain business functions. But the times have changed or have they really? Today, most young people expect the corporate culture to adapt to their life style and work habits, not the other way around. And there is some evidence to this effect. For example, suit and ties have been replaced by some rather avant-garde dress. Even "Casual Fridays" have been replaced by grungy appearances on a daily basis. This has manifested itself to the overall office appearance and organization. Further, most younger office workers are now plugged into iPods to avoid social interaction. One has to wonder if this new corporate culture has truly been conducive to completing assignments on time and within budget. If not, maybe a change is in order.

But the question remains, has management surrendered control over the work environment? Well, to a degree, Yes. Some things have admittedly changed over the last couple of decades, and management is less sensitive to adhering to corporate policies and procedures. Nonetheless, young employees must still conform to the corporate culture rather than their own.

Interestingly, a dichotomy has emerged in the work place; whereas employees are given more freedom to look and act as they so desire, micromanagement is on the rise. The two may or may not be related, but the two phenomenons are too noticeable to be considered nothing more than a coincidence. While employees want more participation in the decision making process, managers are more resistant to giving it to them. Is it possible that employee appearance and conduct doesn't instill confidence in the manager? Not just maybe, but highly likely. If employees look and act unprofessional, the less likely management will trust their judgment.

Can a happy medium be found? Frankly, I think so, but it requires a reexamination of the corporate culture by management. Companies may balk at going back to suit and ties, but there are some fundamental changes that can be enacted to affect discipline, organization, and accountability; and this all begins with taking control of the work environment.

As I have described in the past, there are both logical and physical aspects to controlling the work environment. The physical attributes represent those things affecting human senses and the logical affects the human spirit. The physical work environment affects sight, sound, touch, taste, and smell, which of course influences our perceptions. This means management should be sensitive to lighting, temperature, colors, personal appearance, equipment, etc. The logical side refers to management style and reflects management's values; e.g., ethics, conduct, dedication, professionalism, motivation, and social interaction. As such, both the logical and physical attributes are closely related.

The intuitive manager should spend more time on controlling the work environment and less time on supervising the smallest details (micromanagement). This means the manager needs to empower workers, delegate responsibility, hold people accountable, and get the heck out of the way. In other words, by treating people as professionals, it is not at all unreasonable to expect them to act as such in return. By doing so, the manager is promoting trust, and encouraging teamwork and loyalty by giving the employees a sense of ownership in the work products to be produced. Frankly, I believe employees prefer such an arrangement.

The military has long understood the need for an organized work environment. In addition to uniform appearance, you have three standing rules of operation: either you work on something, store it away properly, or throw it away. Clutter is avoided at all cost. True, there is a lot of personal supervision during boot camp and a soldier knows how to take an order, but when you are in the field, the officers do not have time to hold your hand.

But the reality in the corporate world is that management is spending more time on supervising, and less time worrying about the work environment, hence the decline of discipline and organization. I tend to describe this relationship using the game of football as an analogy. The Head Coach is responsible for checking on field conditions and preparing his players through practice (training) and devising a game plan (strategy), not by going out on the field and instructing the actions of every player. So, as you sit down to watch your favorite bowl game in January, ask yourself how the play of the team parallels your office. Just how much supervision is going on in the field and who controls the work environment?

If you would like to discuss this with me in more depth, please do not hesitate to send me an e-mail.

OUR BRYCE'S LAW OF THE WEEK therefore is... "Manage more, supervise less."

"MORPHING INTO THE REAL WORLD"

Friends, we have just published a new book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life.

Bonnie Wooding, the President-elect of the Toronto Chapter of the International Association of Administrative Professionals (IAAP) said, "Many of our members are just starting their careers and I will be recommending that they read this book, especially Chapter 3, Professional Development - a primer for business skills and filled with basic common sense advice that is simple, easy to follow and extraordinarily practical; and Chapter 5, Do’s and Don’ts of the Workplace, an excellent resource for those questions you are too embarrassed to ask for fear of looking foolish."

The Miami Hurricane recently reviewed it (10/22/2007) and said,

"the abundance of information the book provides is a good start for anyone about to take the first step into the real world. Though the concept of adulthood may seem intimidating, it's comforting to know that someone has at least written a guidebook for it."

Reviewer Bill Petrey praised it by saying, "Every young person entering the workplace for the first time should be given a copy of this book."

The book includes chapters to describe how a young person should organize themselves, how to adapt to the corporate culture, develop their career, and improve themselves professionally and socially. Basically, its 208 pages of good sound advice to jump start the young person into the work force. Corporate Human Resource departments will also find this book useful for setting new hires on the right track in their career. It not only reinforces the many formal rules as contained in corporate policy manuals, but also includes the subtle unwritten rules we must all observe while working with others. The book lists for $25 and can be ordered online through MBA or your local book store. Complementing the book is a one day seminar of the same name which can be purchased separately for $4,000.00 (U.S.) plus instructor travel expenses. For more information on both the book and the seminar, visit our corporate web site at: http://www.phmainstreet.com/mba/morph.htm
ISBN: 978-0-9786182-5-4

MY "PET PEEVE OF THE WEEK" IS "BEING TAKEN FOR GRANTED"

Nobody likes to be taken for granted, but I'm starting to see more and more of this from a consumer point of view. For example, consider magazine and newspaper subscriptions where you are not rewarded for longevity; instead, you carry the load as rates go up and up with each passing year. It seems the longer you are a customer, the less you are appreciated and the more you are taken advantage of. I guess seniority and tenure doesn't carry much weight anymore.

One way to overcome this problem is to shop around every now and then. It seems the only way you can get someone's attention is to cancel their service and go with something else. I have a friend who runs a restaurant and he felt his coffee supplier was taking him for granted. Please understand, this was a vendor he had been using for over twenty years. Their service wasn't that good anymore and their prices had been escalating in recent times. Worst of all, the vendor simply didn't care if the customer was satisfied or not, and this was really the straw that broke the camel's back. My friend shopped around and found a new supplier who provided better service at a fair price. He then told his old supplier that his service was no longer needed. This shocked the vendor who couldn't believe my friend was going elsewhere after so many years of service. Only then did he try to make amends with my friend.

Maybe by canceling service and trying something else is the only way we can send companies a wake-up call. And if enough people did it, we might just get the type of customer service we all deserve. For example, imagine the effect a "National Subscription Cancellation Day" would have where everyone canceled their magazine and newspaper subscriptions. Then on the next day they could subscribe again as new customers thereby entitling them to the new lower rates and all of the fun prizes the publications like to offer. First, such an event would probably bring the publishers' computers to its knees. But more importantly, it would send a powerful message to the publishers that we do not like to be taken for granted. I know people do not like to interrupt service, but it would be worth it in the end.

Two other areas where we are being taken for granted are insurance rates and gasoline prices. Living in Florida, we are acutely aware of the high price of coverage for wind-storm damage. Frankly, it's pricing a lot of people right out of the state and has had a dramatic impact on new home construction. The gulf coast, the Atlantic coast, California, the tornado belt, and the frozen north are also feeling the pinch of escalating insurance costs (and I think that just about covers everyone in the States). I don't think I need to explain the problem with rising energy prices and how the oil companies are making record profits. I just wonder who is standing up for the consumer? It sure isn't our local, state, or federal government as our leaders all like to dance to the fiddle of lobbyists.

No, the real power lies in the consumer, a slumbering giant who could cause havoc if he ever woke up. We just need a lot more people like my restaurant friend who was tired of being taken for granted and finally put his foot down. We do not necessarily need a major organized campaign to protect ourselves, we only need to refuse to accept inferior workmanship and service. More simply, we just need to refuse to be taken for granted. Just remember, in most cases you can only be taken advantage of if you allow yourself to be taken.

Such is my Pet Peeve of the Week.

Note: All trademarks both marked and unmarked belong to their respective companies.

"BRYCE'S PET PEEVE OF THE WEEK"

Folks, a couple of years ago I started to include my "Pet Peeve of the Week" in these "Management Visions" podcasts. They have become so popular that I now syndicate them through the Internet and they are available for republication in other media. To this end, I have created a separate web page for my writings which you can find at phmainstreet.com Look for the section, "The Bryce is Right!" Hope you enjoy them.

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567.

Our corporate web page is at:

http://phmainstreet.com/mba/

Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

If you have any questions or would like to be placed on our e-mailing list to receive notification of future broadcasts, please e-mail it to timb001@phmainstreet.com

For a copy of past broadcasts, please contact me directly.

We accept MP3 files with your voice for possible inclusion in the broadcast.

There is no charge for adding a link to "Management Visions" on your web page, for details and HTML code, see the "Management Visions" web site.

Management Visions accepts advertising. For rates, please contact yours truly directly.

Copyright © 2007 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

Since 1971: "Software for the finest computer - the Mind."

END

December 10, 2007

"WHO REALLY ASSUMES RISK?"

Not long ago I was meeting with some software developers from a small company who expressed their concern about the risk involved with a project they were working on. They weren't so much concerned about the viability of the project in terms of its impact on the company as they were with the potential effect it might have on their professional careers. In other words, they saw this as a high risk project that could affect them for years to come. This may be true, but from their description I saw their risk as minuscule in comparison to what their employer was gambling which, frankly, was the company's future.

This got me thinking about how we perceive risk in our professional lives. Most employees perceive risk in terms of how it affects them professionally, particularly as a source of income. In reality, it is the employer who assumes all of the risk. If something goes wrong, it will be the employer who will be sued, not the employee. It will be the employer who has to deal with government regulators and creditors, not the employee, It will be the employer who loses financially and faces bankruptcy, not the employee. In fact, most employees do not appreciate the risk required to simply open the company's doors for business. Their life is rather simple as compared to the business owner who agonizes over the company's survival.

Risk is not for everyone, it is for those entrepreneurial spirits who are not afraid of taking a gamble; who recognizes both the risks and rewards for taking it. True risk requires a "Type A" personality (which we have discussed in the past) who knows how to study variables, calculate odds and return on investment, and is willing to assume the responsibility for taking it. It is most definitely not for the faint of heart.

This brings up a point: The degree of risk increases the higher you go in the corporate hierarchy. Whether you are cognizant of it or not, as you assume additional responsibilities in a company, through a promotion for example, you are also being saddled with additional risks, and your success depends on your ability to assume the risks and conquer them. Some people rise to the occasion, others face the Peter Principle whereby they cannot rise above their level of competency. Nevertheless, true risk is assumed by the highest echelons in the corporate structure, regardless of the size of business. And it is this sense of risk that greatly influences our style of management.

We should also understand the difference between taking a risk and being rash in judgment. The two are not synonymous. I always exemplify it by using a game of Craps as found in a casino; the rash person simply throws his wager on the table without thinking, but the person who studies the game and knows the odds before he places a bet is the one taking the calculated risk. The higher you go up in business, the more you appreciate the need for studying the odds.

As any business owner will tell you, employees really do not grasp the concept of risk. I think the following quote pretty much sums it up:

"It is not the critic who counts, not the man who points out how the strong man stumbled, or where the doer of deeds could have done them better.

The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes up short again and again; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best, knows in the end the triumph of high achievement, and who, at the worst, if he fails, at least fails Daring Greatly so that his place shall never be with those timid souls who know neither victory or defeat."

- President Theodore Roosevelt

If you would like to discuss this with me in more depth, please do not hesitate to send me an e-mail.

OUR BRYCE'S LAW OF THE WEEK therefore is... "The amount of risk we assume is proportional to the responsibilities we accept."

"MORPHING INTO THE REAL WORLD"

Friends, we have just published a new book entitled, "MORPHING INTO THE REAL WORLD - A Handbook for Entering the Work Force" which is a survival guide for young people as they transition into adult life.

Bonnie Wooding, the President-elect of the Toronto Chapter of the International Association of Administrative Professionals (IAAP) said, "Many of our members are just starting their careers and I will be recommending that they read this book, especially Chapter 3, Professional Development - a primer for business skills and filled with basic common sense advice that is simple, easy to follow and extraordinarily practical; and Chapter 5, Do’s and Don’ts of the Workplace, an excellent resource for those questions you are too embarrassed to ask for fear of looking foolish."

The Miami Hurricane recently reviewed it (10/22/2007) and said,

"the abundance of information the book provides is a good start for anyone about to take the first step into the real world. Though the concept of adulthood may seem intimidating, it's comforting to know that someone has at least written a guidebook for it."

Reviewer Bill Petrey praised it by saying, "Every young person entering the workplace for the first time should be given a copy of this book."

The book includes chapters to describe how a young person should organize themselves, how to adapt to the corporate culture, develop their career, and improve themselves professionally and socially. Basically, its 208 pages of good sound advice to jump start the young person into the work force. Corporate Human Resource departments will also find this book useful for setting new hires on the right track in their career. It not only reinforces the many formal rules as contained in corporate policy manuals, but also includes the subtle unwritten rules we must all observe while working with others. The book lists for $25 and can be ordered online through MBA or your local book store. Complementing the book is a one day seminar of the same name which can be purchased separately for $4,000.00 (U.S.) plus instructor travel expenses. For more information on both the book and the seminar, visit our corporate web site at: http://www.phmainstreet.com/mba/morph.htm
ISBN: 978-0-9786182-5-4

MY "PET PEEVE OF THE WEEK" IS "LIFETIME WARRANTIES"

Let me begin by saying I genuinely believe Zippo Lighters and Cross Pen and Pencils are the best products of their kind in the world today. I know there are more expensive products out there with more elegant designs, but for my money it's Zippo and Cross. Now let me explain why. I've enjoyed these products for over thirty years now and in that time I've learned that as good and durable as these products are, they will inevitably experience normal wear and tear, thereby requiring repair. In this era of disposable products, our first inclination might be to simply throw such products away and purchase new ones, but both companies offer lifetime warranties which they stand behind. And I have taken them up on their offer to repair products on more than one occasion with no questions asked. Each time I send in my lighters and pen and pencil sets, they come back like new, and the only thing I paid for was postage to ship the products to them.

It is comforting to know there are still companies out there who stand behind their products through thick and thin, a rarity in today's disposable society. Some people think that such warranties are no longer practical to implement anymore, that it is cheaper just to buy a new lighter or pen. What these people fail to realize is that lifetime warranties mean lifetime customers; that consumers such as myself develop loyalties to the products, not just because of how they look and work, but because they know the vendor is prepared to maintain their products. This instills a sense of confidence in the consumer which leads to loyalty and repeat business. Not only are lifetime warranties good business, I can't imagine why there aren't more companies with comparable products offering such support.

Understand this, Zippo and Cross are also playing the odds. If everyone were to send back their lighters and pens for repair they might swamp the companies and cost them millions. But they realize most people tend to dispose of such products and buy new ones instead. So, although they generously offer a fine lifetime warranty, they recognize that only a fraction of their customers will actually take them up on their offer. Nonetheless, the lifetime warranty stands out in the consumer's mind and causes repetitive business.

It's nice to know there are still companies in the United States who understand what customer service means and the effect it can have on the bottom-line of a company. So, next time you are checking out that fancy new lighter and pen and pencil set, do yourself a favor, go and take a look at what Zippo and Cross have to offer. They stand behind their products. Do their competitors?

Such is my Pet Peeve of the Week.

Note: All trademarks both marked and unmarked belong to their respective companies.

"BRYCE'S PET PEEVE OF THE WEEK"

Folks, a couple of years ago I started to include my "Pet Peeve of the Week" in these "Management Visions" podcasts. They have become so popular that I now syndicate them through the Internet and they are available for republication in other media. To this end, I have created a separate web page for my writings which you can find at phmainstreet.com Look for the section, "The Bryce is Right!" Hope you enjoy them.

AND FINALLY...

I received a few comments regarding my "Pet Peeve" on "Funerals":

An M.B. in Clearwater, Florida wrote...

"I enjoyed this week's Pet Peeve very much. My family does not believe in funerals, seeing them as "pagan" and, as a result, I have been spared more than most. I also come from the far north. Until I came down here, I had never seen the seemingly ghoulish practice of displaying the deceased for all to see. In my opinion, the only good thing about the way we deal with death is that grave yards create some badly needed green space in our overcrowded urban areas.

You are certainly right about the estate problems.

I also wonder how the deceased feels, if they are watching from beyond the veil, when people they despised in life show up at their funeral, unaware of how they were really regarded by the person they are mourning. It makes me chuckle."

A J.H. in Davison, MI wrote...

"Cemeteries were much prettier when people used the big markers that were really a work of art. Now those would cost a fortune. Now people use flat markers that the cemetery lawn mower can mow over, and those are expensive too, considering the little bit of material in them."

An A.C. in Massachusetts wrote...

"I've been to a lot of funerals in my life, some big, some small. I always say, 'Send me flowers now, don't wait till my funeral.'"

As to my "Pet Peeve" on "Analog vs. Digital Generations":

An L.O. in Turkey wrote...

"LOL. As a Borg I would have to say I am digital but I am familiar with the analog too." :)

An R.M. of California wrote...

"You say: 'This is like being rewarded for your skill in the use of a calculator as opposed to your basic comprehension of math.' That line sums it all up. People should evolve and learn new technology to compete, but that theory goes both ways. The newer generation should learn to add and subtract in case that calculator breaks."

A G.G. in New York wrote...

"I like the comparisons between these two types of people."

An S.M. in Illinois wrote...

"I'm 70, and generally enthusiastic about most things digital. I was glad to see the last of manual typewriters, magnetic tape, and scratchable LPs. My memory stick goes everywhere with me as a once-in-a-lifetime emergency backup - what if my apartment building burns down? LCD monitor - a blessing for my eyes. HighDef TV - can't hardly wait until I can afford it. But I'll keep my land line forever - have no need for a mobil, and couldn't afford one even if I did."

Thanks for your comments.

Keep those cards and letters coming.

MBA is an international management consulting firm specializing in Information Resource Management. We offer training, consulting, and writing services in the areas of Enterprise Engineering, Systems Engineering, Data Base Engineering, Project Management, Methodologies and Repositories. For information, call us at 727/786-4567.

Our corporate web page is at:

http://phmainstreet.com/mba/

Management Visions is a presentation of M. Bryce & Associates, a division of M&JB Investment Company of Palm Harbor, Florida, USA. The program is produced on a weekly basis and updated on Sundays. It is available in versions for RealPlayer, Microsoft Media Player, and MP3 suitable for Podcasting. See our web site for details. You'll find our broadcast listed in several Podcast and Internet Search engines, as well as Apples' iTunes.

If you have any questions or would like to be placed on our e-mailing list to receive notification of future broadcasts, please e-mail it to timb001@phmainstreet.com

For a copy of past broadcasts, please contact me directly.

We accept MP3 files with your voice for possible inclusion in the broadcast.

There is no charge for adding a link to "Management Visions" on your web page, for details and HTML code, see the "Management Visions" web site.

Management Visions accepts advertising. For rates, please contact yours truly directly.

Copyright © 2007 by M&JB Investment Company of Palm Harbor, Florida, USA. All rights reserved. "PRIDE" is the registered trademark of M&JB Investment Company.

This is Tim Bryce reporting.

Since 1971: "Software for the finest computer - the Mind."

END