anish graphics design management

8/4/2019 Anish Graphics Design Management

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12 RULES FORMANAGING

A SUCCESSFULBUSINESS

rom Thinking Inside the Box by Kirk Cheyftz


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THE BASICBOX: SOMETHINGS

NEVERCHANGE

01

Know the dierencebetween what will changeand what wont and pay

attention to the ormer


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Take time to ocus on how yourcustomers lives are changing and howyou canserve their emerging needs withnew products and services.

Creating new business models isntadvisable. The undamental rules ocommerce dont change.

Everything makes more sensein CONTEXT.


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THE JACKIN THE BOX:PROFITS

The rst business obusiness ismaking money

02


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Always jusge a business rst by its truerevenues, expenses and prots. These arethe meaningul metrics.

Investing in something new and losingmoney at rst are good business tacticsonly i there is a tight business plan thatproduces prots within a denitetime span.


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THE MONEYBOX: CASH ISEVERYTHING

I you dont manageyour cash, you wont bemanaging anything

or long

03


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Prots alone are not enough to preserve a company.Cash must be managed so theres enough on handto meet a companys bills.

Things that can be done about cash shortages:- Borrow money or sell stock- Speed up collecting money thats owed tothe company- Postpone spending on capital projects

or equipment- Cut everyday operating expenses- Sell nonessential assets


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THE BOTTOM-LINE BOX:KNOWING

WHATCAN BECONTROLLED

AND WHATCANT

It is ar better (and morecertain) to cut expensesthan to pray or sales

04


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Hold regular expense meetings to discusscheaper ways to do things.

Big savings come rom big areas ospending i.e salary and related costs.

When revenue goes up, make certainexpenses rise at slower rate so operatingmargins improve as sales increase.


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THE BOX TOP:CUSTOMERSARE THE

BOSSGive customers what theywant, NOT what you wantto give them

05


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The core o pleasing customers is providing adeect-ree experience. This involves every part othe enterprise.

The only way to have a relationship with acustomer is to communicate regularly with thecustomer.

NEVER assume that you know the reason a

customer does anything. Always ASK and LISTEN;use the resulting inormation.

Establish end deliverables at an early stage.


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THEMARKETTINGBOX:

UNIFYINGTHE WHOLEBUSINESS

You should be sellingALL the time

06


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Marketting must uniy every aspect o a businessaround one perpose: creating a customer.

Think about how the daily lives o customers willintersect with the businesss promisesand products.

The mosst important word in marketting isYOU. Use it to address customers directly.

Marketting has no end: it begins beore a productor service is created, continues as the product ispriced and distributed and doesnt stop when thesale is made.


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THE GETTING-BIGGER-FASTER BOX:

IF YOU CANBUY IT, DONTSTART IT UP

Follow the exampleo virtually every bigcompany buy your

way into bigness (atreasonable prices)

07


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Done right, acquiring is inherintly less risky thanstarting something new. Never start what youcan buy.

Be opportunistic but dont stray too ar rom thestrategy.

Never be araid to walk away rom a deal beoreclosing, i you have doubts

Once the deal closes, never hesitae and look back- execute the post closing plan without delay


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THE PEOPLEBOX: HIRESMART OR

MANAGEHARD When it comes to people,

you can run yourselragged micromanaging

08


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Recruit aggressively. Dont wait or thebest people to come to you; they wont.

Hire primarily or undamentalpersonailty traits - intelligence, curiosity,enthusiasm, honesty. Job knowledge is asecondary actor.

Provide strong incentives. Make sure

emplyees share in the success o theirunit and the company.


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THETREASUREBOX: SECURE

THE REALASSETS Find your businesss real

assets (the ones thatgenerate your prots)

and exploit them or alltheyre worth

09


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On an annual basis, review each major segmento your business and indentiy the ultimatesources o the money that makes the businesswork. The analysis will point to the key assetsthat produce your revenues and prots.

Create a plan to protect key assets rom bothcatastrophic threats and gradual erosion.


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THE ENDS-OVER-MEANSBOX: RESULTS

ARE MOREIMPORTANTTHAN

PROCESS

Remember that the endresult is what reallymatters

10


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Set goals that can be measured. Make themambitious, but achievable.

Explain both results needed and the measurementthat will be used toassess progress.

When a goal is achieved, set a new one.

Pay and promote based on results.

Whenever thinking about a process, always ask: Isthe process helping to achieve results. I not, ditch it.


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THERENEWABLEBOX:

NOTHINGLASTSFOREVER

Always be ready to renewyour basic business

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Never be ully satised with your businesssproducts or services. Sel satisaction islethal.

The only thing more risky than innovationis ailing to innovate. Change as little asnecessary, but change continously.

Be inormed about changes in customers

lives, changes in technology, changes in govt.policies, changes in competitive landscape.


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THE HOUDINIBOX: ALWAYSHAVE AN EXIT

STRATEGYMake a plan to get yourmoney out and keep theplan updated and handy

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Exit strategies are a mandatory, integralpart o every business plan - becauseailure to get out well renders all previoussuccesses meaningless. When its time togo, LEAVE!

Selling is a common way to reduce risk ormake a complete exit, but buying can alsorepresent an exit. Be alert or both kinds

o opportunities.


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LASTLY,THINKOUTSIDE

THE BOXYour business willonly last i you provideservices and products

that are unique or new


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Always deliver MORE than promised. Thiscreates good client relationships.

Oer that something extra with yourservice that similar services donot provide.

Think o multiple solutions or options orthe clients problem or brie.


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DESIGNMANAGE-

MENTFrom The Design Agenda- A Guideto Successful Design Management byRachel Cooper and Mike Press


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DESIGN AS ART

DESIGN AS PROBLEM SOLVING

Design has acquired a status similar to that o art in modernculture. This is seen in stylistic diversity, prestige goods andaestheticisation o everyday lie.

Balancing technology, production and use. Design should be

a synthesis o aesthetics and unction. Ease o use is alwaysa priority over aesthetics.


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DESIGN AS CREATIVITY

DESIGN AS AN INDUSTRY

Requires a combination o logical and intuitive thought,which is encouraged in design education. Create an environ-ment that simulates and supports creativedesign thinking.

The design industry depends on popular culture, design

oriented retail sector and even the education system.


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DESIGNS PLEASURE PRINCIPLES

Conceiving and expressing the myth orantasy, Advertising

Packaging, Display, Retail Environment

Qualitites o newness, Tactile qualities,Aesthetic appeal

Perormance, Ergonomics, Ease o use

Desire:

Purchase:

The object:

Use:


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DESIGN AND SOCIAL VALUES

CORPORATE DESIGN STRATEGY

Design generally refects dominant social values althoughdesigners themselves retain some autonomy in pursuingtheir own cultural interests.

Strategy is to do with long-term prosperity. It is to ensure

that the business is still around in ten or twenty years time.It is concerned with long term asset growth, not shortterm prot.


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DESIGN AND THEORGANISATION


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