Month: April 2023

Forces and Trends in Business

The corporate environment is characterized by a number of variables: competition, dynamism, turbulence, complexity and change. All organizations must develop ability to continuously and consciously transform themselves and their contexts. Such contexts include restructuring for optimum effectiveness, reengineering key processes and streamlining functions that are able to provide a source of competitive advantage. The aim is to adapt, regenerate and most important, survive. (McLean, 2006).

For a company to thrive today, strategists must find ways to increase the organization’s ability to read and react to industry and market changes. They must know their goal to boost the company’s strategic flexibility by recognizing disruptions earlier and responding faster.

Strategic flexibility or adaptability can be defined as the organization’s capacity to identify major changes in its external environments, quickly commit resources to new courses of action in response to such changes, and to recognize and act promptly when it is time to halt or reverse existing resource commitments. Being adaptable means leaders must not get stuck in a too-rigid way of looking at the world. The organization must view change as an inevitable and essential part of an organization’s growth, in order to achieve this adaptability.

When there is uncertainty or unpredictability in the environment, managers tend to focus almost all their energy on successfully executing the current strategy. What they also should be doing is preparing for an unknown future. Flexibility stems from the ability to learn; managers tend to overlook the negative and emphasize the positive. They need to understand not only what led to the positive outcomes but also what led to the negative ones. This will optimize their learning experience. According to Ford (2004) four points to foster and maintain adaptability include challenging complacency, giving all employees a voice, encouraging participative work and driving fear out of your group.

The companies chosen for this task vary by industry: a famous automobile manufacturer (Ford) a bank going through a merger (Compass) and a start-up software company (DawningStreams). Ford and Compass have been in business for a long time; it is likely they have changed their strategic plan based on changing forces and trends. DawningStreams is new (established in 2005 and incorporated in 2007). Even though they have not had their first sale and have no staff, the owners have devised several iterations of their strategy.

There is a diversity of stakeholders all that are interested in the activity of business organizations. Emphasis must be placed on their adaptability in strategic analysis and their adaptability in strategic management of business organizations. The organization must have a strategic management model.

Each company might scan the same areas, but for different reasons. Considering technological advances, Ford would prepare itself to lead the market by having various electronic equipment in their vehicles, as well as robotic equipment with which to build them and the supply chain technology to keep all in check. Compass Bank is going through a merge and expanding globally; therefore they will need to keep abreast of communication technology. DawningStreams is a software company; they will need to monitor those companies who would be their competition to ensure their product offers better functionality. All three companies would make sure potential customers would be able to get good information from internet websites and advertisement, which encompasses yet another area of technology the organizations may need/want to scan. In this instance, many members of the organization must be enrolled: upper management and finance, who will determine budgetary factors; the IT department, who will be responsible for the implementation and maintenance of some of the technology; the staff who must be trained to use the technology; a sales force who will sell the technology.

To the outside observer, it may seem unnecessary for any but Ford to scan the (actual) environment when it comes to issues such as emission control, fuel efficiency and hybrid cars. That is true however; Compass Bank and DawningStreams can plan a strategy to be friendlier to the environment (and their pocketbooks) by practicing paper reduction (through the aforementioned technology). Lastly, DawningStreams’ product may be useful as a file sharing service to environmental groups.

With regard to the legal environment, all three must be acutely aware of laws, which affect their respective industry among others. To Ford, legal applies, among other areas, to environmental protection laws and department of transportation safety laws. To Compass Bank, they would abide by the rules of the Federal Reserve (www.federalreserve.gov) and the Federal Insurance and Deposit Corporation (www.fdic.gov). DawningStreams must follow laws as they pertain to the transfer of files, which have intellectual property and also the export of products, which have algorithms. All three companies are global and will need to monitor those laws in other countries, which could effect the strategic planning.

At one company after another–from Sears to IBM to Hewlett-Packard to Searle, strategy is again a major focus in the quest for higher revenues and profits. With help from a new generation of business strategists, companies are pursuing novel ways to hatch new products, expand existing businesses, and create the markets of tomorrow. Some companies are even recreating full-fledged strategic-planning groups. United Parcel Service expects to spin out a new strategy group from its marketing department, where strategic plans are now hatched. Explains Chairman Kent C. Nelson: “Because we’re making bigger bets on investments in technology, we can’t afford to spend a whole lot of money in one direction and then find out five years later it was the wrong direction.”

In such a world we need a planning model that allows us to anticipate the future and to use this anticipation in conjunction with an analysis of our organization–its culture, mission, strengths and weaknesses–to define strategic issues, to chart our direction by developing strategic vision and plans, to define how we will implement these plans and to specify how we will evaluate how well we are implementing these plans. The fact that the world is changing as we move forward in the future demands that the process be an iterative one.

Ford Motor Company – Socio-cultural

Ford Motor Company embraces the socio-cultural changes taking place to allow the company to move in the right direction with respect to attitudes in the society. Two areas that stand out in terms of socio-cultural attitudes would be that of fuel economy and smaller cars. The growing concern by the public for better fuel economy has influenced the company’s introduction of the Ford Escape Hybrid and Mercury Mariner Hybrid. The organization is committed to the hybrid to improve fuel economy as a global strategy to meet customer demands. The increased demand in society for such environmentalism has assisted in the decision for Ford Motor Company to look forward to adding the hybrid feature to the Ford Fusion and Mercury Milan and continue in such a strategic planning direction.

The customers that use these vehicles get a substantial break on their insurance in many states and a tax credit as well while enjoying the increased mileage of a vehicle that runs on gasoline and capabilities for 100 percent electric power. The environmental scanning by Ford Motor Company has allowed the company to be knowledgeable of the fact that the people in the United States are buying more small cars today than any other type of vehicle segment. The lifestyles changes have been monitored and there is good data that shows that such a trend will continue in this direction and the expected growth in this segment will continue. The company has redesigned the inside and outside of the Ford Focus to set the car apart from the competitors in the small car segment while increasing upgrades and features to experience positive outcomes. The direction that the company is taking is based on a competitive advantage and being a leader in the industry. The vehicle line has both a sedan and a coupe to attract targeted markets including younger buyers at an entry level to build upon brand loyalty and customer retention. Ford Motor Company will continue to use the socio-cultural factors to drive the business and enjoy future success.

Ford Motor Company – Legal –

Ford Motor Company with regard to the Environmental Protection Agency adheres to the legal aspect of environmental scanning. Ford Motor Company accepted an award in March 2007 from the Environmental Protection Agency called the Energy Star 2007 Partner of the Year Award in Energy Management. The company is the first automaker to have ever been awarded the award two years in a row. The award has come to be presented due to the commitment made by the company to increase energy efficiency and to reduce the greenhouse gas emissions from all of the facilities in the company.

The organization is committed to the responsible use of resources and energy efficiency. The leadership realizes that the environmental protection laws are of great importance and use the environmental scanning to move in the right direction to obtain future success in the company. In 2006 alone the company has improved the energy efficiency in the United States operations by five percent and saving approximately $25 million with enough energy saved to equal 220,000 homes. The effective energy management protects the environment and reduces the greenhouse emissions. Some of the actions taken by the company include replacing lighting fixtures that use 40 percent less energy and using different low-energy, long-lasting compact fluorescent lamps in the properties to include the plants, corporate offices, distribution centers, and research and development campuses. Due to the environmental scanning that takes place at Ford Motor Company the company will use the information that is collected and continue in this direction. New projects for the company include Fumes-to-Fuel that is a system that converts paint fumes into electricity that is being performed with Detroit Edison along with attempting to consolidate the application of primer, base and clearcoat paint applications into a single application to eliminate the need for separate applications and ovens. In addition to the paint booth emissions Ford Motor Company will continue to rely on alternative energy sources such as landfill gas and wind and solar technologies to power their manufacturing facilities.

Ford Motor Company – Technology –

Another environmental scanning tool that Ford Motor Company monitors and uses would be the technological portion. The company has invested $1 billion in the latest technology for flexible manufacturing. The technology that is involved is in many forms to include wireless technology that is installed on the delivery trucks with supplies to the plant as a monitoring status and improved efficiency to reduce inventory. The flexibility of products in the same plant allows the organization to use the same machinery and process for all areas from body assembly, paint facility, and final assembly. The improved efficiency at the manufacturing facility allows for several vehicle platforms to be built on the same line to produce multiple models and quickly change the vehicle mix, the volume, and options based on customer demand.

The technological changes that are being embraced by Ford Motor Company through environmental scanning enables the company to experience huge cost savings through new product launches and 50 percent reductions in cycle changeovers along with waste reduction. Robots are among the technological changes that are being experienced within the organization to include the 400 from the project that are used to weld and assemble the metal body of the vehicle for stamping and assembly. Artificial intelligence in the form of advanced visions systems and laser tracking systems are used to ensure quality through accuracy and dimension abilities. A multi-million dollar training facility is used to ensure that the workforce has the knowledge, skills, and ability to reap the benefits from the new technology that is being used by the company. The training that is administered includes the new servo-electric weld gun system that identifies the perfect center for welding that has replaced the older and loud air-powered system that used a less sophisticated spring system. The environmental scanning of technology that is performed by Ford Motor Company has allowed the company to have positive outcomes in efficiency while remaining a competitive company in the industry through cost savings and continuous improvement.

Compass Bank- Political –

On February 16, 2007, Compass Bancshares, Inc., the parent company of Compass Bank, announced the signing of a definitive agreement under which Banco Bilbao Vizcaya Argentaria, S.A. (NYSE: BBV Madrid: BBVA) (“BBVA”) will acquire Compass for a combination of cash and stock. Compass will become a wholly owned U.S. subsidiary of BBVA and will continue to operate under the Compass name. The transaction is expected to close during the second half of 2007, pending customary closing conditions, including necessary bank regulatory approvals in the U.S. and Spain and the approval of the stockholders of both Compass and BBVA.

BBVA, which operates in 35 countries, is based in Spain and has substantial banking interests in the Americas. The transaction will facilitate BBVA’s continued growth in Texas and will create the largest regional bank across the Sunbelt. Upon completion of the transaction, Compass will rank among the top 25 banks in the United States with approximately $47 billion in total assets, $32 billion in total loans and $33 billion in total deposits. In addition, the combined company will rank fourth in deposit market share in Texas with $19.6 billion in total deposits and 326 full-service banking offices.

Compass is a $34 billion Southwestern financial holding company that operates 415 full-service banking centers in Alabama, Arizona, Colorado, Florida, New Mexico and Texas. Compass provides a broad array of products and services through three primary lines of business – Corporate Banking, Retail Banking and Wealth Management. Compass is among the top 30 U.S. bank holding companies by asset size and ranks among the top earners of its size based on return on equity.

Under the terms of the definitive agreement, which has been approved by the board of directors of Compass and the relevant bodies of BBVA, Compass will become a wholly owned subsidiary of BBVA. After closing, BBVA intends to merge its U.S. based banking affiliates – including the former operations of Texas Regional Bancshares, State National Bancshares and Laredo National Bancshares – with Compass.

The aggregate consideration is composed of a fixed number of approximately 196 million shares of BBVA common stock and approximately $4.6 billion in cash. The merger is subject to customary closing conditions, including necessary bank regulatory approvals in the U.S. and Spain and the approval of the stockholders of both Compass and BBVA. The transaction is expected to close in the second half of 2007.

The merger between both companies will be determined by the political factors ranging from implications of laws and regulations to the state of world politics including the consideration of wars which may be going on in different parts of the world. New laws, regulations, tax programs and public policy create forces and trends, which may provide challenges and barriers or opportunities for any company or organization.

Compass Bank – Technology –

Ford is in the process of implementing a laser marking system on its production line to ensure the highest standard on each transmission assembled. The system will be checking for quality on different points on the assembly line. Ford is teaming up with a company called MECCO to implement this process and a trial run of the new system will last for 3 months. MECCO is a leader in its industry when it comes to laser technology. The decision to implement this new laser marking system came because it is more cost- effective and safer than previous ways of marking checkpoints for quality.

Although this process at Ford has not officially been implemented yet, Compass Bank can learn a few different things. It may be a good idea for Compass Bank to do a short trial of online cell phone banking to see how popular it becomes and if it worth all the time and effort, being spent to get it launched. Compass Bank should also consider investing into a company who is the best at what they do, is in the same time zone, and can meet their demands in a timely manner, not simply because they may be cheaper. Finally, Compass Bank can learn that they need to consider what will be most cost-effective and in the best interest of the company over time. Organizing a time line and a list of costs and potential risks would also be beneficial to Compass Bank so they know what to expect and when with the implementation of online cell phone banking.

When completing the global scan one looks for emerging new technologies which may impact any business in any industry. At one time the emergence of the Internet was a technology that was becoming an emerging trend across all industries. Today very new technologies are used to develop information systems at a fraction of the cost and time of processes that were used five years ago. Wireless is a telecommunications technology that may have moved from a trend to a force in revolutionizing the way information is stored, accessed and used across all industries around the world. Some, if leveraged by a company within an industry before competitors use it, may even provide a competitive advantage.

Compass Bank – Competition –

Although mergers may be costly and rather difficult, the value it creates in the end is the desired outcome companies seek. The eagerness to merge is based on several beliefs, those beliefs are, that the performance gains are greater, expenses are reduced, market power is increased, and shareholder’s wealth is also greater than before. The value of a merger is enhanced when the overall benefit is more valuable than the aggregate of two separate pre-merger companies.

In the end, both John and Bernard should consider this before finalizing a decision. When Zion’s purchased Stockmans, there overall value increased by 43 branches. These branches will help performance and brings much more power to the financial market. In the Journal of Money article, Pilloff states “Companies are more willing to acquire others to avoid being acquired themselves.” Keeping this in mind, companies must figure out a cross border strategy.

As part of the broad environmental scan, it is important to identify the internal capabilities of the organization. There are various models for defining capabilities. Most focus on the broad set of intangible assets such as brand, human capital, organizational capital and even relationship capital. Others include the more concrete assets such as available capital, the organization structure, current technologies and information technology infrastructure. In addition to doing a broad environmental trend, Compass Bank needs to do a more detailed capability assessment using any of the models available.

DawningStreams – Competitors –

Business activities are becoming more and more complex to manage, because of distance, time zones, number of parties involved in projects, number of tasks to achieve, multiple prioritizations, lack of general synchronization, insufficient secure and confidential communication channels and growing complexity of IT infrastructures. The use of task list managers has become very common. It is becoming more difficult to keep teams synchronized, to follow and to implement new business processes and to exchange sensitive information confidentially. The DawningStreams software application is aiming at increasing the practicality of daily executive activities. The types of business, which will most probably be interested in our product, are construction (size of network), consulting (need for synchronization), pharmaceutical research (secure exchange of information) and the software industry (complexity of manufacturing).

Many companies have already developed software applications that enable secured communications and file sharing. However, most, if not all, are relying on Microsoft technologies, which prevent them from expanding to Mac or Unix users. DawningStreams is developed in Java, which can be used on any platform, including Mac and Unix. Microsoft has acquired the Groove Company and has released a new version of the product, which can perform many of the functionalities of DawningStreams, but not generic activities (http://office.microsoft.com/en-us/groove/default.aspx). This is our closest competitor by far. More recently, we found, merely by accident, a company called Shinkuro (www.shinkuro.com), which offers the file sharing aspects of DawningStreams but lacks other capacities.

Although DawningStreams will face competition from many existing players, the fact that it will combine a super-set of functionalities in one application, for a very reasonable price, will give it some leading edge over other competitors. If the US patent is granted, the position of DawningStreams will become a niche. Even if the patent were not granted, it would take a profound architectural redesign of Groove (or other competitors) to include generic activities and match the offer of DawningStreams. As a strategy we will monitor the activities of those companies’ websites and understand what they offer in terms of similar functionality and try to ensure we match or best those functionalities to the best of our ability and resources

DawningStreams – Political –

Maintaining the secrecy of information is the fundamental function of encryption items. Persons abroad may use such items to harm US law enforcement efforts, as well as US foreign policy and national security interests. The US Government has a critical interest in ensuring that persons opposed to the United States are not able to conceal hostile or criminal activities, and that the legitimate needs for protecting important and sensitive information of the public and private sectors are met. Since 2000, US encryption export policy has been directed by three fundamental practices: technical review of encryption products prior to sale, streamlined post-export reporting, and license reviews of proposed transactions involving strong encryption to certain foreign government end-users and countries of concern. US encryption policy also seeks to ensure that American companies are not disadvantaged by the European Union’s “license-free zone.” (Bureau of Industry and Security, 2007).

DawningStreams will contain cryptographic functions. Any reliable and efficient cryptographic system requires a central authority to avoid identity theft. Cryptography is a key functionality of DawningStreams. All specialists insist on designing systems using well-studied algorithms and fully tested protocols; novelty is considered a source of risk. The cryptographic layer of DawningStreams will rely on a dual public-private key system. The private key encryption system will implement Rijndael, the Advanced Encryption Standard (http://csrc.nist.gov/CryptoToolkit/aes/rijndael/), the public key system will implement RSA (www.rsa.com) and the hashing function will implement the 256 bits version of the Secure Hash Algorithm (http://secure-hash-algorithm-md5-sha-1.co.uk/ ).

Encryption products can be used to conceal the communications of terrorists, drug smugglers, and others intent on harming U.S. interests. Cryptographic products and software also have military and intelligence applications that, in the hands of hostile nations, could pose a threat to U.S. national security. The national security, foreign policy, and law enforcement interests of the United States are protected by encryption export controls. These controls are consistent with Executive Order (E.O.) 13026, which was issued on November 15, 1996, and the Presidential Memorandum of the same date. (Bureau of Industry and Security, 2007).

DawningStreams also plans to be an international company, as offices now exist in the Netherlands and the US. As part of the strategy, we will ensure we remain compliant by registering our product with any necessary agency and allowing those agencies access to the processes if they feel there is a threat. We will be responsible to monitor (as best as we can) our client base and to put the proper verbiage in our contracts that illegal activities will not be tolerated. We will continue to monitor the BIS site mentioned in previous paragraphs and also sites in the European Union such as the Crypto Law website of legal expert Bert-Jaap Koops (http://rechten.uvt.nl/koops/)

DawningStreams – Technology/Intellectual Property –

The management of organizational strategy requires a comprehensive assessment of the macro environment of the business. Intellectual Property (IP) refers to the original ideas and innovations evolved by an organization in order to haul up its systems and processes. Creation of ideas requires large investments. This necessitates the protection of IP. Benchmarking is the continuous process of measuring products, processes, and systems of an organization against those that are rated best in the industry. It helps in uncovering weaknesses and flaws in the organizational systems, processes, and products. (Watson, 2003)

The study of the global research conducted by McAfee Inc. and MessageLabs Ltd. on security threat in small businesses in the U.S. reveals that 80 percent of small-and-medium-sized businesses (SMB) believe that an information technology (IT) security failure would be damaging in attaining their business priorities. Yet, only few are courageously making steps to fight against infringements due to resource limitations from other business related priorities. The research implies that company size plays an essential part in the way senior management views security. Among the challenges that SMBs face include keeping up-to-date with security solutions and keeping costs low. Small-to-medium businesses’ behavior towards security is very tactical and meets only immediate requirements. (unknown, 2007)

DawningStreams’ relevance to these forces is two-fold. We are a software company—there is an opportunity for us to lose the intellectual property by those who would download and attempt to modify the code. We have competitors who offer functionality similar to ours, however we offer an additional functionality the others do not. It is this ‘specialty functionality’ for which we applied for a patent the United States Patent and Trademark Office. If the patent is granted, there is less likelihood of software piracy or the loss of our IP. Environmental scans should show us if there are other companies trying to do this.

The functionality, which most resembles our competitors’, is the ability to share files. That brings in a different concern with intellectual property- the possibility someone else’s IP could be sent from one of our users to another, as this could seriously damage our reputation, as what happened with Napster. (www.napster.com).

Conclusion

At one company after another–from Sears to IBM to Hewlett-Packard to Searle, strategy is again a major focus in the quest for higher revenues and profits. With help from a new generation of business strategists, companies are pursuing novel ways to hatch new products, expand existing businesses, and create the markets of tomorrow. Some companies are even recreating full-fledged strategic-planning groups. United Parcel Service expects to spin out a new strategy group from its marketing department, where strategic plans are now hatched. Explains Chairman Kent C. Nelson: “Because we’re making bigger bets on investments in technology, we can’t afford to spend a whole lot of money in one direction and then find out five years later it was the wrong direction.”

In such a world we need a planning model that allows us to anticipate the future and to use this anticipation in conjunction with an analysis of our organization–its culture, mission, strengths and weaknesses–to define strategic issues, to chart our direction by developing strategic vision and plans, to define how we will implement these plans and to specify how we will evaluate how well we are implementing these plans. The fact that the world is changing as we move forward in the future demands that the process be an iterative one.

References

Bilek, E. (n.d.) Compass Bankshares to be Acquired by Banco Bilbao Vizcaya Argentaria, S.A.,

Investor Relations. Retrieved from the Internet on March 31, 2007 at

http://media.corporate-ir.net/media_files/irol/77/77589/bbvarelease.pdf

Cole, Jim. Zions makes small deal, cites growing Arizona market. American Banker, 171(175), 1-1. Retrieved March 31, 2007 from Proquest Database.

Ford Motor Company (2006). Ford Motor Company. Retrieved March 2007,

from the World Wide Web, Web Site: [https://ford.com]

Ford, S. (2004) Adapted from 13 Skills Managers Need to Succeed, Harvard Business School

Press. Retrieved March 31, 2007 from EBSCOHost Database.

Hockenberry, Todd. (2006). Ford implements advanced laser marking. Industrial Laser Solutions, 21(4), 6-7. Retrieved March 31, 2007, from EBSCOhost database

Jacobs, P. (2005) Five Steps to Thriving in times of Uncertainty. Negotiation (p.3) Retrieved

April 1, 2007 from EBSCOHost Database.

McLean, J. (2006) We’re going through changes! British Journal of Administrative Management

54. Retrieved March 30, 2007 from EBSCOHost Database.

Pearce, J. & Robinson, R, (2004). Strategic Management: Formulation, Implementation, and Control. [University of Phoenix Custom Edition e-text]. The McGraw-Hill Companies. Retrieved March 2007, from the University of Phoenix, Resource, MBA 580-Strategies for Competitive Advantage Course Web Site: https://ecampus.phoenix.edu/secure/resource/resource.asp

Author Unknown, Strategic Planning, After a decade of gritty downsizing, Big Thinkers are back in corporate vogue. (2006) Retrieved from the Internet at http://www.businessweek.com/1996/35/b34901.htm

Unknown (2007) 80% of Small-to-Medium Sized Firms Fear a Security Threat. Computer Security Update 8 (4). Retrieved March 30, 2007 from EBSCOHost Database.

Unknown (2006) Strategic Planning, After a decade of gritty downsizing, Big Thinkers are back

in corporate vogue. Retrieved from the Internet at

http://www.businessweek.com/1996/35/b34901.htm

US Department of Commerce (2007), Encryption (ch.10, section 742.15). Retrieved March 27, 2007 from the Bureau of Industry and Security Website at http://www.bis.doc.gov/news/2007/foreignpolicyreport/fprchap10_encryption.html

Watson, G. (2003) Business Environmental Scans for Intellectual Property Strategy (PowerPoint Presentation). Retrieved March 28, 2007 from the Oklahoma State University website at http://www.okstate.edu/ceat/msetm/courses/etm5111/CourseMaterials/ETM5111Session3Part2.ppt#260,1,Business Environmental Scans for Intellectual Property Strategy

Multi-Generation Project Plan

What Is a Multi-Generation Project Plan?

– A vehicle to help focus the design team’s energies on a manageable project that can be completed relatively quickly.

– Since the future has been considered, the team will not make decisions that are incompatible with future generations.

– As the team’s work progresses, new ideas can be added to future generations of the process instead of increasing the development time for the first generation process.

– MGPP helps manage “scope creep.”

– The organization can be working on new technologies that are needed for future generations while the first generation process is being implemented and benefits realized.

The MGPP is usually not fully developed in the Lean Six Sigma Define phase step:

– In Define you should describe all the elements for the first generation product/service as fully as possible and fill in as much information as you have for future generations.

– You will add information to the MGPP throughout the DFSS process.

– At the end of the first generation, you will be able to describe the second and third generation products and services in much greater detail because of what you have learned from your research and testing of the first generation product.

The Multi-Generation Project Plan Will Help:

– Initially establish a reasonable project scope – one that drives values with a reasonable completion date

– Capture good ideas that are surfaced during the project

– Proactively identify project replication opportunities for other parts of the business

– Establish the “big picture” – How does this project fit into the overall improvement scheme for the organization

– E.g., the objective is to reduce billing errors for all of our customers. The first generation will address problems with our top 20% customers.

– E.g., this project will streamline the process and reduce the number of errors. The next phase will be to implement an automated information system.

– Communicate with stakeholders – “We’re focusing on this part of the process with this project, but recommend a follow-on project to address other parts of the process”.

MGPP Steps:

1. Start with the vision. Describe the vision for the new product/service 3 years from now. Then back up and describe product/service stages that lead up to the longer-term vision.

2. Describe the concept and technologies/platforms for Generation 1 in as much detail as possible.

3. Fill in as much information for Generation 2 and 3 concepts, platforms and technologies as you can. You will be adding more information about these elements as you learn more during Generation 1 development

Best Time to Hold Business Meetings is When?

Studies show there is no best time to hold a business meeting. However, acceptable times for having meetings can depend on the culture of a corporation, career type, work group, or country. The key to finding the best time is what will work for the group who is meeting and for the type of activities that are expected to be carried out in the meetings. If the meeting activity requires information sharing, then this can be done at a leisurely pace if desired or accomplished at a quicker pace to prevent too much irrelevant discussion. If the meeting requires a significant amount of participation, such as problem solving or idea generation, then a time when people tend to be most active and ready to work creatively would be preferred.

Early morning is often considered good for high participation meetings as people are much fresher and more ready to discuss ideas. Also participants have not yet encountered any problems with their regular work day that may distract their concentration. In contrast to early morning, if the desire is to keep meetings short, scheduling time later in the morning or just before lunch break will often keep people from going off-track as they do not wish to miss their lunch break. A pre-lunch meeting should be no longer than one hour.

Lunch meetings can be beneficial as they often save people some time by combining eating with getting work done or information shared in a group setting. Lunch meetings should include light, low-fat, and low-sugar foods containing both carbohydrates and proteins to boost alertness during meeting and decrease the sleepiness factor for the afternoon. Consider small sandwiches or salads containing chicken or turkey. No alcohol should be allowed in the meeting. Instead serve water or tea which is better for participants than sugary soft drinks.

Meetings held too early in the afternoon may conflict with people’s lunch schedule which could mean no shows or late comers. This time can definitely relate to their inner clocks, according to some studies many humans are wired for more restful functions from 2:00-4:00 PM. Some countries even encourage restful activities sometime after lunch. Since this could mean nap time to some, if a meeting is planned for mid-afternoon, it should be on a highly participative topic to keep people interested and not a meeting requiring lights-out such as presentations or viewing videos. Whereas, late afternoon meetings may be a more relaxed time as many will have much of their daily work already done and off their minds. However, if the meeting is too close to quitting time people may be thinking about what they need to do after work rather than concentrating on the meeting topic. Participants may get irritated if the meeting goes past the designated stop time as this may make them late for personal plans. If a hurried meeting where little time is wasted is desirable, then late afternoon might be a good time to plan the meeting as long as the agenda is adhered to and the meeting ends on time.

Other things to consider when holding a meeting is how long the meeting will be. Most informational business meetings can be covered in 30 to 90 minutes depending on the number of people sharing data and whether a question and answer period is allowed. Participative meetings may be one to two hours typically. However some meetings may require more time due to complexity of the issue to be discussed, urgency of the problem to solve, or needed training or change management to present to group. If a meeting is longer than an hour, a short break during the meeting should be planned. For meetings where participation is low, a break should be every 45 or 60 minutes to allow group to leave room for 15 minutes or stretch for 5-10 minutes. For high participation meetings like problem solving or idea generation, the breaks can be a little further apart and should be planned at logical changes in meeting activity or topic.

Since there is no best time to hold a business meeting, always plan a culturally acceptable time when people are most ready to work together. The key to finding the best time is what will work for the group who is meeting and for the type of activities that are expected to be carried out in each meeting, such as information sharing or a more participative process.

Medicaid Estate Planning: Maximize Your Results

For those of you not familiar with the 2005 Tax Reduction Act, some of the provisions address specific transfers by seniors under the new Medicaid nursing home provisions. Under the new provisions, before seniors qualify for Medicare assistance into a nursing home, they must spend-down their assets. These new restriction have a 5-year look-back. The look-back used to be 3 years.

By a vote of 216-214, the U.S. House of Representatives passed budget legislation that will impose punitive new restrictions on the ability of the elderly to transfer assets before qualifying for Medicaid coverage of nursing home care. You can link to the new law Deficit Reduction Act of 2005 in PDF format, click on: http://www.rules.house.gov/109/text/s1932cr/109s1932_text.pdf. The section on the transfer provisions begins on page 222.

WHAT’S MEDICAID?

What’s Medicaid? Medicaid is a government assistance program for people over the age of 65 or who are disabled. Medicaid assistance was designed for those who could not afford medical expenses (for the poor) but Medicaid has become the default for the middle class. The middle class has become the new poor.

Medicaid planning and Medicaid rules are complicated. The government is mandating a 5-year look-back on any transfers you may have made to disqualify you from entering the nursing home. Before the 2005 Tax Reduction Act it was 3 years. The transfer of any assets by the elderly has taken a notation of a “fraudulent conveyance” or in government parlance “deprivation of resources.”

These new rules are spousal impoverishment programs designed to punish the healthy spouse. If one of the spouses gets sick, all resources have to be spent before you can qualify for government assistance. These new restrictive rules punish the healthy spouse leaving the healthy spouse at the mercy of welfare or her children. It’s very humiliating when seniors have planned their retirement based on their ability to keep their home.

ASSETS YOU MUST SPEND DOWN

Assets that you must spend down before you can qualify for nursing home assistance. Anything you own in your name or together with your spouse. Cash, savings, checking, certificate of deposits, U.S. Savings bonds, credit union shares, Individual Retirement Accounts (IRA), nursing home trust funds, annuities, living revocable trust assets, any revocable Medicaid estate planning trust, real property occupied as a home, other real estate you hold as investment property or income producing property, cash surrender value of your life insurance policy, face value of your life insurance policy, household goods and effects, artwork, burial spaces, burial funds, prepaid burial if they can be canceled, motor vehicles, land contracts, life estate in real property, trailer, mobile home, business and business property, and anything else in your name or your possession.

WHAT DO YOU MEAN “FRAUDULENT CONVEYANCE”?

What do you mean by “fraudulent conveyance” or “deprivation of resources.” If you give away your assets and you do not receive an equal amount (value) in return, the transfer is a deprivation of resources and you have committed a fraudulent transfer, (you give your house to your children for $100.00 when the fair cash value of your home is i.e. $150,000). If you gave your house to your children for $100 sixty months (5 years) before you entered the nursing home, you “deprived your resources” from the nursing home expenses. Unwittingly, you also incurred a gift tax on the difference between the $100.00 and the $150,000 and in addition you may have cheated the government out of Estate Taxes.

HOW FEDERAL GIFT TAX APPLIES?

The gift tax rules apply to the transfer by gift of any property. You make a gift if you give property (including money), or give the use of property, or give the income from property without expecting to receive something of at least equal value in return. If you sell something at less than its full value or if you make an interest-free or reduced-interest loan, you may be making a gift.

The general gift tax rules are that any gift is a taxable gift. However, there are many exceptions to this rule. Generally, the following gifts are not taxable gifts:

– Gifts that are not more than the annual $12,000 exclusion for the calendar year beginning in 2006 (This is called the Annual exclusion for any 12 month period, see below).

– Tuition or medical expenses you pay directly to a medical or educational institution for someone,

– Gifts to your spouse,

– Gifts to a political organization for its use, and

– Gifts to charities.

– Annual gift tax exclusion. A separate annual gift tax exclusion applies to each person to whom you make a gift. For 2007, the annual gift tax exclusion is $12,000. Therefore, you generally can give up to $12,000 each to any number of people in 2007 and none of the gifts will be taxable. However, gifts of future interests cannot be excluded under the annual exclusion provisions. A gift of a future interest is a gift that is limited so that its use, possession, or enjoyment will begin at some point in the future. A federal Gift Tax return is filed on form 709 for taxable gifts in excess of the annual exclusion.

FILING A GIFT TAX RETURN

Generally, you must file a gift tax return on Form 709 if any of the following apply:

– You gave gifts to at least one person (other than your spouse) that have a fair “cash” value of more than the annual exclusion of $12,000 for the tax year 2007.

– You and your spouse are splitting a gift.

– You gave someone (other than your spouse) a gift of a future interest that he or she cannot actually possess, enjoy, or receive income from until some time in the future.

– You gave your spouse an interest in property that will be ended by some future event.

– Your entire interest in property, if no other interest has been transferred for less than adequate consideration (less than its fair “cash” value) or for other than a charitable use; or

– A qualified conservation contribution that is a restriction (granted forever) on the use of real property

HOW ESTATE TAX APPLIES?

Estate tax may apply to your taxable estate at your death. Your taxable estate is your gross estate less allowable deductions. On the date of your death, everything in your name is taxable. Take inventory of what you own: Cash, Savings and checking accounts, CDs, Stocks, Mutual Funds, Bonds, Treasuries, Exempts, Jewelry, Cars, Stamps, Boats, Paintings, and other collectibles, Real Estate … main home, vacation spot, investment realty, your Business, Interests in other businesses, Limited Partnerships, Partnerships, Mortgages and notes receivable you hold, Retirement plan benefits, IRAs, or any amounts that you expect to inherit from others.

Many people prefer not to think about what will happen on their death, but none of us are immortal and failure to make proper plans can mean that we leave behind is a mess which has to be sorted out by our nearest and dearest, at great expense and inconvenience, at a time when they are emotionally bankrupt.

Your federal death (estate) tax, up to 55%, is based on the “fair cash value” of your property on the date of your death, not what you originally paid. State probate and death taxes are based on the “location” of your property. Thus, if you own property in different states, each state has to be probated and each will want their fair share. The only real alternative to a will arrangement is to set up a trust structure during lifetime which, with careful planning, can operate to eradicate probate delays, administration costs, and taxes as well as giving a large number of additional benefits. For these reasons the use of trusts has increased dramatically.

WHAT IS YOUR GROSS ESTATE?

Your gross estate includes the value of all property in which you had an interest at the time of death. Your gross estate also will include the following:

– Life insurance proceeds payable to your estate or, if you owned the policy, to your heirs;

– The value of certain annuities payable to your estate or your heirs; and

– The value of certain property you transferred within 3 years before your death.

WHAT IS YOUR TAXABLE ESTATE?

The allowable deductions used in determining your taxable estate include:

– Funeral expenses paid out of your estate,

– Debts you owed at the time of death,

– The marital deduction (generally, the value of the property that passes from your estate to your surviving spouse), and

– The charitable deduction (generally, the value of the property that passes from your estate to the United States, any state, a political subdivision of a state, or to a qualifying charity for exclusively charitable purposes).

HOW GIFT TAXES & ESTATE TAXES APPLY TO MY ESTATE:

If you die in the tax year of 2007, your “taxable estate exemption” is $2,000,000, your “gift tax exemption” is $1,000,000 and you have a maximum estate tax of 45%.

If you die in the tax year of 2008, your “taxable estate exemption” is $2,000,000, your “gift tax exemption” is $1,000,000 and you have a maximum estate tax of 45%.

If you die in the tax year of 2009, your “taxable estate exemption” is $3,500,000, your “gift tax exemption” is $1,000,000 and you have a maximum estate tax of 45%.

If you die in the tax year of 2010, your “taxable estate exemption” is $0.00 (i.e. it’s repealed), your “gift tax exemption” is $0.00 (i.e. it’s repealed as well) and you have a maximum estate tax of 55%.

13 times in 32 years, congress has changed the rules. Congress is always tinkering with the “Death Transfer Tax.” For more information on what is included in your gross estate and the allowable deductions, see Form 706.

HOW TO AVOID THESE UNPLEASANT RESULTS?

You can avoid all of the above unpleasant results and filing requirements with an irrevocable trust implemented 60 months before you plan to qualify for the nursing home.

By repositioning your assets (transferring your assets) from you to an irrevocable trust, you will NO longer own the assets:

– you don’t qualify for the probate process, and

– you do not have to file an estate tax return,

– because on the date you qualify for the nursing home you do NOT own any assets,

– at the time of your death you do NOT own any assets for the probate process,

– and at the date of your death you do NOT own any assets to report on your estate tax return.

Common Types of Participative Meetings

There are many types of meetings. Most meetings fall into the non-participatory category, where attendees are briefed on new information rather than asked to participate in the meeting process. The best meetings are highly participative, where everyone in the meeting contributes to the purpose of having the meeting. When scheduling a meeting, ask “What type of meeting or approach best fits the purpose and meeting attendees?” This will help in determining if more than one type of meeting needs to be held or if a combination of meeting types is possible. Consider the definition and common uses for the different types of participative meetings; such as decision-making, list generation, problem solving, project planning, or strategic planning. Then determine which best fits the purpose and participative needs of upcoming meetings during the planning stage.

Decision-making meetings review different alternatives and decide on best alternatives to select for implementation by a specified deadline. This type of meeting requires that key decision makers attend and should be held if the group is required to make and then support or carry out the decision. The tool used most often in decision making is a Pro/Con list. However for a highly complicated or technical decision a criteria grid may yield a better result.

List Generation meetings will create a list of ideas, alternatives, solutions, issues, etc. for discussion. After creating the list, a discussion to narrow the list may follow in the same meeting, prioritizing or voting on the list of items may occur, the list may go to someone else to work with, or planning of another type of meeting may follow for utilizing the list. Brainstorming is the easiest and more popular tool used for list generation. Diagramming tools such as mind mapping or fishbone may also be used as they use specific categories to focus the list generation.

Problem Solving meetings are used to resolve business and process problems or to determine potential issues and how to handle them. These problems could reference production, quality, services, or other things. In order for problem solving to work, those closest to the problem must participate, in other words representatives of each area affected by the problem should agree that a problem exists and be involved in finding the solution. This is seldom a single meeting as it typically takes a series of meetings to move through the process that includes problem definition, research, analysis, solution selection, testing, and implementation. Problem solving requires a defined process and method to root out the true problem and then find the best solution. Many great tools exist for this purpose under the topic of quality improvement.

Project Planning meetings are specialized to a certain task, job, or project and extend through planning and implementing the project from opening until end of project. These meetings work best when they consist of project team members, leaders, and sponsors or customers. Additional project related meetings may be for project plan updates, solving problems, reviewing budget, celebrating accomplished milestones, and evaluating risks. The tools used in project meetings will include the project schedule listing phases and milestones, as well as many of the same tools typically used in list generation, problem solving, and decision making.

Strategic Planning meetings are typically held annually to determine the strategy of a group or organization. The results of such meetings are usually vision, mission, goals, business ventures, and future direction. The strategic planning meeting may be one long meeting or several meetings spread out over a specified period. After defining the strategy, then a communication plan or deployment plan is developed. Future meetings are typically status of plan accomplishment, problem solving, or other needed revisions to the strategy and therefore no longer called strategic planning but instead change management. A tool often found useful in this type of meeting is a SWOT Analysis regarding the business efforts, products, or services of the group or organization. SWOT stands for Strengths, Weaknesses, Opportunities and Threats.

With an understanding of the definition and common uses for different types of participative meetings, it should be easier to determine which best fits the purpose and participative needs of upcoming meetings. It is important to remember that the best meetings are highly participative, where everyone in the meeting contributes to the purpose of holding the meeting. Therefore, always before scheduling a meeting, ask “What type of meeting or approach best fits the purpose and meeting attendees?” Determine if the meeting purpose is decision-making, list generation, problem solving, project planning, or strategic planning and then select the meeting type and the best tool to use to accomplish the meeting purpose.

NOTE: The types of meeting listed in this article and their definition are adapted from the book “R.A!R.A! A Meeting Wizard’s Approach.”

Is This Meeting Really Necessary? Five Indicators When a Meeting Should Not Be Held

Is anything to be gained by holding a meeting or is it just “the thing to do” for buy-in on a decision that is already made or a chance to vent on an unpopular idea. If this is the case, is the cost of the meeting worth the labor and morale expense to the project or business? Before scheduling that next meeting, ask “Is this meeting really necessary?” Use the five indicators below to help answer the question and determine when not hold to a meeting.

  1. Meeting owner is not able to express a valid purpose for the meeting objectives, goals, and desired accomplishments in one or two written sentences. Why is this particular meeting needed at this specific time? If the purpose for the meeting can not be defined, then the meeting is irrelevant and would be a waste of everyone’s time. Don’t go any further in the planning process until a true business-related purpose is defined.
  2. Meeting leader has no set agenda stating topics and group actions to be taken on each. If the person organizing the meeting can not focus well enough to plan the action steps the meeting should progress through, how can they expect the people invited to focus on reaching the desired results? Agendas are necessary to focus the meeting, guide the process, as well as for starting and ending the meeting on time.
  3. Active participation from all potential attendees is not required to meet the primary purpose and topics of the meeting. Why call a meeting if there is no group work to be done? If there is something that needs to be shared with one or two people, who usually come to your meetings, consider having a short informal meeting in your office, the break room, a quick hallway chat, or using the phone. This saves the time of others who would have to sit through a meeting with topics that may not relate to their work efforts. If information is to be shared that does not require discussion, determine if it could be provided in a written form instead. If it can, then send the information in an email or as an attachment instead of putting everyone in a meeting room or on a conference call.
  4. Attendees who are able to come the meeting may not be the ones that are needed there on the chosen date and time. For example, important decision makers or those who best understand the problem or work to be discussed are unable to attend. If a decision has already been made, is a meeting necessary to tell everyone or pretend to get “buy-in?” This can lead to low trust in the meeting leader. Is it relevant to discuss a perceived problem or work flow issues, if the people closest to the problem or issue are not available? Leaving out those most involved will not produce effective results and can lead to resentment.
  5. Meeting organizer can not find a good place to hold the meeting. This may seem obvious, but some people actually do all of the above planning but forget to book a location for the meeting! Is there a room available that has comfortable seating for all attendees? Will this room meet any technical requirements that may be necessary for the meeting? Is the meeting location convenient for most attendees? Most people don’t look forward to meetings, especially if they experience discomfort, waste time on equipment problems, or have to spend extra time just to travel to the meeting. If a meeting location was not arranged in advance, then too much valuable time will be wasted trying to find a place to meet when everyone arrives on-site, so just reschedule it to another date.

Keep in mind, just because a regularly scheduled meeting time and location is set, it doesn’t mean everyone has to be pulled together. If any of the above five indicators show up when planning a meeting, then just cancel the meeting for this week or for the time being if this will not affect project or team productivity. By canceling unnecessary meetings, everyone who would be involved may see more of a need for the meeting the following week. For certain all the potential meeting attendees will have more time for accomplishing other work in the current week. People usually appreciate it if they do not have to attend a formal meeting that is unnecessary. By canceling unnecessary meetings, planned attendees can use the time more wisely on their own. Remember to plan meeting properly and always ask “Is this meeting really necessary?”

Will Your Business Benefit From a Blog?

Blogging has been around for quite some time now. It is rapidly becoming the another alternative for getting news. It has evolved from being a venue for ranting and raving about a subject or sharing personal goings on to a tool used by business to share information with employees or customers to replace the newsletters.

If you are considering a blog for internal company communications, then think about what you want the blog to represent and the type of information you want to share. Plan your blog before you being to investigate tools to use for it or assigning someone to maintain it. Otherwise you may select the wrong tool and have the maintenance person using too much time on a “part-time” assignment. Also, if the blog is to replace a current company newsletter in print or via email, you better do a poll to make sure the employees are willing to check the web rather than have paper they can read at break or direct delivery to their desk via email. If no one is willing to go to the blog to get the information, it is a waste of time and money to build a blog.

If you are considering a blog for external communication, typically to existing or potential customers but you could include suppliers too, then you need to consider the information to be shared as well as your presentation. Should the blog have a consistent look with your other brand and marketing tools? Should it be part of your website or stand-alone from it? Is it mainly a marketing tool, a training program, for information sharing, or some combination? Who will provide the articles/posts for the blog and how often? If you plan to use the blog to replace a newsletter, how will the current readers know when the blog is updated? Will you send an email to notify them of updates or just inform them of your planned frequency of post so they can check for themselves? Will you use Twitter or another social network to communicate your blog as a part of your marketing campaign?

If you are a small company or independent consultant considering a blog, do you really need one? Perhaps it might be better to partner with another consultant or company to share responsibility for a blog that would benefit both of you. If you want to write primarily to share information, but do not want to build your own blog, consider guest posting on an independent blog that already exists which provides posts with the type of information you wish to share. You can review the candidate blog to see if they have more than one person doing their writing. If they do, look for a contact and send an email suggesting your topic and asking if they would like a guest article or post done by you. This saves you time in building a blog and searching for an audience. This will build your confidence in your ability to provide data for the blog in case you decide later you need your own blog, and then you will already be prepared for the hardest part of blogging.

Before you build a blog, ask the questions above for the type of blog you are considering. Then decide if your company really needs a blog.

Planning for Successful Productivity During Your Career?

Looking for skills to help increase career opportunities or enhance current position? Then consider the importance of time, meeting, and project management skills and how gaining better control in these areas can lead you where you want to go in the business world. It may be easy to see these skills will help in current job, but how can you be sure they will apply to future opportunities? If you are skeptical, try looking at job descriptions on the various job-search websites and you will discover that most of them will require one or more of these management skills (also referred to as planning or organization skills). Think about how using these skills may be seen by others who may be able help with your desired career growth. Being able to organize yourself will be noticed by a few people within the organization. However, being able to organize others by leading meetings and projects will be visible by a wider audience.

The different managing skills related to time, meetings, and projects are not only similar in principles, but also in techniques used. Adopting one of these skills and applying the principles can progressively lead towards learning the others. An example principle would be, if you belief in the value of your individual time, it follows that you understand the value of other people’s time in groups as well. Therefore, meetings which will always involve the time of others, require proper planning and management to ensure no one feels the time was wasted. A well-planned and executed meeting can actually make most attendees feel it was well worth their time and their input was valued. Since meetings are an integral part of projects requiring team member and customer participation, it also follows that running them well will lead to more efficient project management and effective use of the time and skills of those involved.

Want more proof that these skills are related? A method that personal time management typically involves is having a written set of tasks to do and then prioritizing each task according to goals. The tasks considered of highest priority, which are those that get you closer to your goal, are given attention first and have the most time dedicated to them. In a well-planned meeting, the goal is the stated meeting purpose and the prioritized task list becomes the group’s meeting agenda followed by individual task assignments in the form of actions. Every project has a direct goal for what it is to accomplish in order for resources to be given to it. On a well-planned project, major tasks for reaching the goal are listed on a project plan and assigned to appropriately skilled people to meet their priority. Project priority then is stated as the critical path in which the tasks completion must take, as well as the start and finish dates assigned to each task.

Now that you know having these skills may help increase your career potential, consider what you need to do to develop them. Do you need training or an easy-to-use tool? Is there someone who can mentor or coach you? Should you closely observe meeting leaders for pointers or volunteer for more projects to increase planning skills? Think about the importance of time, meeting, and project management skills for your career growth and then plan accordingly.

Branding a Winery and Its Wine Is Expensive, Necessary and Benefits the Consumer No Matter the Size

A discussion about branding is generally not a conversation anticipated with excitement. If you’re a marketing type it can be characterized as maybe interesting. But, promising most people an indepth discussion on the subject of wine branding; heck, we might have no one accepting an invitation to our dinner party. In reality, creating a brand image for wineries and wines can help the consumer to be smart buyers.

Because margins can be small for producers and a perponderance of producers are small, small margins impact the small producer profoundly. Branding can be expensive. So what can be done to entice consumers to try a brand they have never heard of before? Now we are talking about branding and it can be risky, even with great planning. Further, it is a lot of compromising.

What impact did branding have on the last bottle of wine you bought? Did you buy that wine because you knew some enticing fact about the winery, winemaker or their wine making processes? Did you buy a wine based upon a friend’s recommendation because they knew your preference for a certain varietal? Have your preferences for a wine changed over the past few years? Do you buy your wine based upon a random trial and found you liked that particular wine? Whatever the process you went through in buying a wine you have been impacted, to some degree, by branding. If you simply selected a wine based upon its price or label design, branding was involved.

Recently, I have had discussions concerning the process of business branding from a corporate perspective and a product perspective. Most of the emphases of these discussions have been specific to the value of branding a winery and their wines; predominately with small producers. Like most everything in business, decisions are generally based upon compromises in budgets, approach, etc. Obviously, the product of a winery is bottles of various varietal wines which are a disposable product that is consumed based upon ever changing sensory perceptions–mostly taste. I submit that the juxtaposition in branding a winery and their products makes this discussion difficult. For example, many wines I like and buy frequently, I don’t even know who produces them. Further, winery brands I recognize, some of their wines I don’t like for various subjective reasons.

Point being, in most branding discussions relating to the wine industry become convoluted. Wineries produce multiple labels and these labels are subjected to consumer reviews that are based on innumerable personal influences. With so many variables, the task of presenting a positive image about a corporate winery brand is difficult.

We all are influenced by branding to some degree, even minimally. For example, a few years ago Tide was going to stop sponsoring NASCAR races. Surprisingly, they found that Tide had a rabid and loyal following with female NASCAR fans and Tide is still a sponsor. The brand had made a commitment and now wanted to change it.

Another example of branding impact is Schlitz beer. In the late 1960’s Schlitz decided to change their formula for brewing their beer. Immediately they went from a premier label, ahead of Budweiser, to being virtually extinct. In 2008, they went back to their original formula of the 1960’s, but the damage to a great brand was permanent.

These examples of powerful brands are obvious. In the case of Schlitz it shows how fragile a brand can be if the consumer is betrayed. However, wine is not a mass market product (like beer) that is as ubiquitous as beer or a laundry detergent. Compared to wine, consumers do not build beer cellars in their home and collect beer. So, wine is a very unique product that is expensive to brand on a per customer basis (this is especially true when consumers understand the discounting needed for distributors to sell and promote a label (discounting is part of the branding strategy).

The demographics for the wine market are broken down into 5 segments with some under 21 years old in the millennial category. This is according to a Wines and Vines Newsletter. The largest segment of wine drinkers are the millennia’s and Generation xers making up 70% of the 5 market segments (Baby Boomers included). Wine Business Monthly estimates 1 of 4 drinking consumers do not drink wine but prefer beer or spirits. Of the 130 million adult populations it is estimated 35% drink some wine, according to Live Science. This illustrates the finite size of the market and the precision required in branding to be effective in developing a consumer’s perception of a corporate winery brand.

For this discussion on winery branding, Wines and Vines tells us that the average price of a bottle of wine keeps inching up and is now approximately $12. The real sweet spot is in the $10-15 per bottle range. When a winery looks at the cost of raw materials, marketing, packaging, sales/discounting and facilities and G/A the margins are restrictive when planning a new or improved branding program. Wineries in this position need volume and a 5,000 case run makes branding challenging, but not impossible.

Using the best information available for this discussion, we assume there are about 44% of the populations who do not drink any alcoholic beverages. Based upon population distribution within the 5 demographic segments there are approximately 65 million people who drink some wine at least monthly. We will assume here that they will buy approximately 3-4 bottles of wine per month (probably a generous assumption). This information could account for the purchase of approximately 220 million bottles of wine in the US. These purchaseswould be for home consumption with an additional amount for restaurant sales and meeting/convention sales.

Here is where the branding issues become real. There are 8,500 wineries in the U.S. 80% of these wineries produce 5,000 cases or less of wine. To add perspective, Gallo produces in excess of 80 million cases of wine in a year for worldwide sales. Keeping with the small producer for the moment, this wine is sold via the winery tasting room, winery wine clubs, on-line (Direct to Consumer), retailers (which includes grocery stores) via Three Tier Distribution that requires discounting to the distributors for retailer discounts, sale commissions, promotions and their advertising.

Remember, there has been no discussion of the wines that are imported from Italy, France, Chile, Argentina, Spain, Portugal, South Africa, New Zealand and Australia. This is important because these producers/importers are worried about branding their products also; this causes a lot of clutter in the market.

It is probably apparent there are large producers, from all over the world, selling wine in America. Some wines do enjoy strong brand recognition such as Yellow Tail from Australia or Gallo from Lodi, CA. Beringer, Mondavi, and Coppola in Napa Valley are also high in brand recognition. In Sonoma we have Kendall Jackson and Rodney Strong. Interestingly, it takes strong revenue and profits to build a brand and if you are a small producer the money it takes for consumer branding activities is prohibitive. We need to always remember every brand (corporate or product) must be positioned differently as an image.

We see that sales of 4 or 5 bottles of wine per month to U.S. consumers is a daunting task just to get trials of the product. This is one of several reasons why wineries are spending more on improving direct sales through their tasting rooms, wine clubs, on-line (Direct to Consumer) sales and social media.

Let’s talk about corporate winery branding. The industry needs an honest relationship with consumers. Otherwise the customer belongs to the 3 Tier Distributor or wine store and the sale becomes exponentially expensive going forward. A winery must define their image, product niches, consumer profile and be targeted to the consumer with a message specific to their targeted consumer. Wine Business.com reports that the vast majority of wine consumers buy wine based upon taste. But, taste is only one of the differentiators. Obviously, wineries have to get the taster.

Branding

Effective branding is about bringing a corporate name, the company’s products, or the services to be top of mind awareness for the customer. A product may even have more recognition/branding than the company name. For example, Kleenex is more recognized than Kimberly Clark which manufacturers Kleenex. That is fine.

Wine is mostly sold, not by a winery name or a label but first through price. Of the 10,000 plus varietals in the world, California has mostly focused on maybe 25 varietals for wine and wine blending. This fact makes it even harder to brand a winery when people look for price first and varietal in third place according to Dr. Thach and Dr. Chang. Number two is branding.

Now consider the changes impacting the wine business. The industry is now impacted with labels and brands announcing: organic wines, sustainable wines, and bio-dynamic farming wines.These add a new twist to branding considerations. Over the past few years there are some trying to brand lower alcohol levels, and medals. Talk about branding overload.

Branding Impact

Wineries must recognize, after the decision is made to add focus to the company and/or its products, the company branding effort must be impacted throughout the organization. It will require constant development, refinement, monitoring, and administration. Finally, a corporate identity must become the culture at the winery. In Dr. Thach and Dr. Chang 2015 survey of: American Wine Consumer Preferences, 61% of their respondents had visited multiple wineries in California alone. This means, if a branding message being put out into the marketplace is not part of the winery culture the brand will be diminished. Consumers will see that culture in action at the winery.

Marketing is not all there is to branding, but it is significantly ahead of number two. Marketing is part of branding because it touches and introduces the brand to consumers, retailers, vendors and the community. There are many large companies that spend vast sums of money on building corporate brand without selling specific products. Boeing is such a company; consumer does not buy $300 million airplanes however they do respond to image.

Finally, companies/brands must protect their image at all costs. Once the Branding Plan (akin to a business plan) is developed, with a good foundation of research and winery metrics, that plan will dictate many things. For example: product launches and new product launches, dictate the messages coming from the company, employee hiring, PR, packaging, and the list encompasses every department is a winery.

Elements to Illustrate Branding Tasks

· Bottle labels and winery logo-Label creativity is still at the mercy of the TTB (Alcohol & TobaccoTax and Trade Bureau) relative to label content. Still it is part of the image that appears to the consumer on the shelf; it’s an identifier.

· Marketing/advertising/sales/collateral materials/PR/Sponsorships are front and center. The consumer facing image is throughout–club, on-line and tasting room sales and mailing list. Give consumers value beyond just the product.

· Training plan-Training must be centric to developing and reinforcing a new branding strategy. Employees at all levels must buy into the corporate and product positioning, not just public contact employees.

· Packaging is an element that ties the label and logo message together. In wine branding even the bottle shape and weight, closures (screw caps/cork/synthetic cork), capsules/foils, all go into the branding perceptions.

· Product consistency-Consumers who eventually accept a brand expect consistency. As the saying implies-If it isn’t broke, don’t fix it.

· Website, blog and social media are major elements to create, reinforce and maintain branding for products and corporate. Customer feedbacks will give almost immediate indications if the brand strategy is generating desired results and achieving benchmarks.

With wineries producing many varietal and blended wines under their corporate brand it is probably more important that the winery brand be face forward. This is a personal opinion and probably will vary based upon ownerships’ strategies for the business. For example, if a winery wanted to position the property for a sale then branding would have a different approach than a launch of a new label.

If you are a wine consumer the branding activity can be entertaining and enlightening. For example, as a consumer we enjoy winery tastings, but the chances of visiting more than a handful of wineries may be out of the question. But with so many wines and so little time, part of the fun is exploring new wines. For a winery, branding really becomes important and especially if your small but want to create a brand that meets your business expectations for a 5, 10 or 20 year time frame.

There are many occasions when I go into a Total Wines or BevMo or our grocery store, just to do fun research. With a note pad and a magnifying glass (required because of age and fine print) I will read labels for information-winery, blending, and a little of the hype. Coming home I will look up the winery website, read about their wines and form an opinion about the brand simply based on the feel of the site, label designs, the winemaker, and past awards (although that is not all that important). If I am interested I sometimes even call a winery to ask questions about the winery, owners and style of winemaking.

Amazingly, the majority of the time the people answering my questions are ill prepared.

Importance of research is not appreciated by consumers and producers. Research focuses on industry matters, winery/winery products and competition concerning the following: image, price, products, promotions, lace, historical data and competition (brands). This data will eventually direct the Branding Plan efforts.

Knowing the consumer, defining the future plans of the winery and product directions, now is the time to get to work on the business of branding. Half of the effort is about where the winery wants to go and how the winery gets there. Research gives a path. A branding without a written plan bought into by employee implementers is called gambling.

For the purpose of discussion we will assume a winery has not really focused on branding and this would be an early effort at branding. Or, maybe the current branding is not generating the desired results; then a change is in order. Sometimes branding is only to build awareness or it is image branding. If a customer can’t tell a winery’s researcher their perceptions/attributes of a wines brand then branding efforts have weaknesses.

Moving forward with the data points from industry research and the research initiated by the winery, a branding plan must be developed that focuses on the corporate brand image as well as the wines (products).

Mission Statement versus Objectives is always confusing. Some companies want a Mission Statement as a starting point of a branding plan. I am the exception to this rule; most Mission Statements I have been involved with are actually too esoteric and enigmatic to be useful throughout the organization. However, most everyone can relate to an “objective” statement as opposed to a “mission”. Here is the Mission Statement from Constellation Brands who owns Robert Mondavi-“Building brands that people love. “Their Vision statement reads-“To elevate life with every glass raised.” Do these statements resonate with you as a wine drinker? (By the way, this is not meant as a slight to Constellation Brands which is a highly successful company that has an impressive portfolio of brands) Answer this question relative to the Vision and Mission statement of any of their brands or the corporate brand image: What is your top of mind awareness of Constellation Brands after reading these statements?

In developing a branding plan objective and strategy, be focused on what the all encompassing goals are so that along the way most employees and consumers understand the message.

If this is the first time to work on a branding plan it might be best to focus on a Corporate/Winery branding strategy and let that strategy support branding objectives for the wine products. Branding is ultimately building the public’s (wine consumers) impression of the winery and the products.

For example, in the 1980’s whenever someone mentioned Robert Mondavi Wines I thought instantly of a winery with community involvement, arts, food, innovation and quality control. I drank a lot of their wines because of that image. After some turmoil, of which I know little about, I started buying other brands because my perception of the image became tarnished (to me). After Mr. Mondavi became distant for the brand it just lost some appeal. Point is a corporate brand built my perception of the wines.

After a Brand Plan objective is determined, based upon research results and the vision of the owners/managers, the specific strategies and plan-of-action items are developed by all winery departments. Think of the Objective as a military operation. Taking a hill is the objective, no more specific than that. Strategies are the options to achieve that objective.

There is always a cost associated with any launch of a branding program or even maintaining a brand. The impetus of the effort is marketing driven as that is the face of the company. Based upon revenues, cost of distribution (wine club, direct to consumer, distributors, on-line, tasting room), and product associated costs, the branding effort will dictated by a series of complex decisions; not all of which will be revenue or profit motivated.

The branding campaign can simply start off by maximizing existing marketing programs to incorporate new branding ideas. For example, add an updated logo to collateral materials or posters or point-of-sale cards. Improve e-mail communications to mail list, club members, retailers and even editors/bloggers at trade publications.

Not that the importance of branding needs further reinforcement, I digress. There was a research study conducted by Dr. Liz Thach and Dr. Kathryn Chang and published in WineBusiness.com. A question in that study ask respondents: When making a decision on which wine to purchase what were the two most important factors? 72% said price was the most important consideration, followed by brand as the second most important consideration at 67%. Interestingly, varietals were about half as important (36%) as price. The most common price range for wine bought for home consumption (32%) was $10-15 with 19% purchasing wine averaging $15 to 20 a bottle. For branding purposes 51% of the wine consuming market is buying wine in the <$20 per bottle. Point is, price is a driver in any branding.

“Wine is regarded as an “experience good (sic)” in that wine purchase of a specific brand is a personal choice and usually made after tasting. However, many consumers do not have the choice and often rely on experts and friends to help decide which wine to purchase, Nowadays, they are more likely to use social media,” as reported by K. Newman in “How Wine Lovers Use Social Media and K. Breslin in Presentation of Constellation Digital Marketing.

Just remember the old axiom-The best laid plans of mice and men often go awry. Here is an example of plans that don’t work out. Reported in Wines and Vines on November 11, 2015, Truett-Hurst Winery posted $800,000 in charges related to its Paper Boy brand, which had sought to use a unique bottle composed of cardboard with a plastic liner. This is the primary reason why making sure progress toward benchmarks are monitored and tested with good research.

Dr.’s Thach and Chang summarize branding precisely, relative to wine:

· Focus branding message on relaxation and social benefits of a brand.

· Adopt social media platforms to interact with consumers and get their feedback. There are conflicting views on the value of social media in marketing wines, but it is probably wise to pay attention to trends and how to use the phenomenon.

· Work with distributors to make sure wines are available in outlets. Distributors need care and attention so they understand the branding direction a winery and enforce a branding strategy with retailers.

· Whatever the price point a winery wants their products to be in, the brand must support that message. The sweet spot is $10-15 but if the cost structure in the product does not allow that pricing then there are obvious choices a winery must make.

· Wine tourism is a great way to brand which spills over into the social media, peer reviews and recommendations and word of mouth promotion.

· Through research, keep abreast of competitive tactics.

Here are some thoughts that pertain to social media branding.

“A lot of mediocre wine is being sold on the basis of a ‘story’.” (Transpose “story” with “branding”.) “That’s a quote from a New York somm, Jason Jacobeit, cited in Lettie Teague’s latest column in the Wall Street Journal,” says Heimoff a wine writer.

The following is another perspective on the value of social media in branding from Steve Heimoff. “I don’t think these top 30 wineries consider social media as the most important of their “how to sell” strategies, rather, they focus on such traditional things as a trained sales force, pricing strategies, paying attention to consumer trends, forging good relationships with distributors and key accounts (on-premise and off-premise), courting wine writers (including bloggers) and a host of other proven best practices that social media has barely any impact on.” The 30 top wineries referred to in Mr. Heimoff’s blog come from Wine Business Monthly. The 30 companies represent nearly 90 percent of the domestic wine sold annually in the U.S. by volume.” In fact, “The top companies themselves represent more than half of U.S. case sales,” notes Wine Business Monthly.

“Mass advertising can help build brands, but authenticity is what makes them last. If people believe they share values with a company, they will stay loyal to the brand.” ― Howard Schultz. I would add, brands are built from the ground up by all hands being on deck. Recognize that Howard Schultz’s coffee sells at about 5X the price of a gallon of gas. That is great branding.

At the bottom-line, a wine brand is difficult to achieve because of so many variables: cost of the product, cost of marketing/advertising, government restrictions, distribution, and plethora of producers (domestic and import) and producers putting out competing labels under their corporate brand. But, once a brand is built it must be protected and therein lays the real value to consumers and the company.

5 Explanations For The Stock Market’s Growth!

Although, some people experience, stellar results, while others, discover far less profitable experiences, the American stock market, is a major component, of the overall United States economy! What specific indexes mean, and represent, and, the reasons, they go, up, or down, is, often, a somewhat, complicated one! For more than, the last 6 years (prior to the pandemic), we have witnessed, an unprecedented, growth, in stock’s performances. President Donald Trump, often, seems to point to, these performances, as proof, of his superior handling of the overall economy. However, many studies, indicate, only, about one – third of Americans, control (in terms of stock ownership) over two – thirds of all stocks owned. In addition, detailed studies of many aspects of economic – related areas, show the so – called, wonderful, Trump economy, to be, parallel, and a continuation of the last 3 years of the Obama administration. With that in mind, this article will attempt to, briefly, consider, examine, review, and discuss, 5 possible explanations for the strength, and, apparent, growth, of the stock market.

1. Few options for investments/ investing: With this prolonged duration/ length, of record – low (or nearly), interest rates, other investment possibilities/ vehicles, have lost much of their attraction, because, bond and bank interest/ dividend rates, are so low! The Federal Reserve has, also, recently, indicated, there are no plans, to raise these rates, and changed, their guidelines, for evaluating inflationary risks/ responses, etc. As a result, obviously, investing in stocks, has gained, its attractiveness!

2. Tax advantage of capital gains: Profits/ gains, from stock gains, known as capital gains, are treated, favorably, by our tax code. Obviously, this makes these vehicles, even, more popular, for some!

3. Seeks growth, over – time: Historically, investing in quality stocks, over, the long – run, has been, a great way, to protect yourself, against inflation! This is far different, from, seeking speculation, and quick – bucks!

4. Some smoke – and – mirrors: Beware of smoke – and – mirrors, especially, when it comes, to politicians, playing politics, for their personal/ political agenda/ gain, and/ or, self – interest! There is a significant difference, between, a strong stock market, and, the overall economy, which includes, jobs, job quality, inflation, and overall, economic strength!

5. Risk/ reward, and seeking higher/ better profits: Reality is, stocks go up, and down, and a wise investor, considers, the overall, risk/ reward, and his personal risk – tolerance, patience, understanding, and how it fits into the overall economic plan (personal financial planning).

Historically, stock prices, and the overall, stock exchange, fluctuates! Over – time, used properly, and wisely, investing, in these, is a smart/ wise component of one’s overall, personal, financial plan! However, the stock market, is, often, not, an indicator, of the overall economy, nor its strength, and weaknesses!

Exit mobile version