workshop on why some companies sustain & others don't part 2

8/9/2019 Workshop on Why Some Companies Sustain & Others Don't Part 2

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VCs journey towardssustainability with motivation


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Comparison Companyfollowing the prevalent myths

unlike the VCs


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Case Study : S-MA ! Company "ro#le:

etail $utlet %Super Market& lo'ated at(orth (a)imabad* +ara'hi

"artnership turned into Sole "roprietorship Monthly Average Sale : s, ,. / , Million (et "ro#t Margin : 0-1 2 (o, of 3mployees : 0-1 persons !otal 4ife : 5. years Many inappropriate de'isions in6uen'ed by

business myths


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"revalent Myths in the 7orld of8usiness that made S-Mart a

9ailure


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M !;S !;3 !


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Myths @ their 'onse uen'es

B 3A! 3A? $ne of the myths is awaiting a great

idea, ;aving this per'eption in mind 'an

never lead to sustainability, A''ording to Collins waiting for a great

idea 'an be a bad idea,D


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S-MA ! CAS3 S!=> S-Mart founders 'onfusion about

whi'h produ'ts to be sold led themwait for the grand idea

1 months passed without rea'hingany 'on'lusion

!he 'ompany was operating withoutsales revenue E hen'e businesslosses from the very start


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>


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>


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S-MA ! CAS3 S!=> All partners left eG'ept one 3ntity 'hanged to Sole "roprietorship emaining owner was himself a visionary (ot only did he fail to give the 'ompany a

vision* but also vision sharing with theemployees was overlooked

Systems and poli'ies were not developed


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> Making money is the #rst and foremost'riterion of any business,

VCs see this 'riterion as one of theimportant aspe'ts in their 'ore ideology,


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>


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S-MA ! CAS3 S!=> S-Mart failed to in'lude in its vision the

welfare of the mainstream so'iety !he sole purpose of its 'reation was

monetary gain 9inan'ial goals deprived the

organi)ation to add value to the people

around it ;en'e it was unable to tou'h the hearts

of its 'ustomers


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After dis'ussing an eGample ofa myth following 'ompany*

lets now look at a lo'al myth-busting 'ompany

S;A( 9$$>S


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C$M"A( " $9


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7ays by whi'h Shan 9oods hasa'hieved sustainability


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7hat makes VCs sustain?

VCs believe in organi)ationaldevelopment rather thanindividual,

VCs are su'h organi)ations thatbelieve in the importan'e of thedevelopment of organi)ations, $ther 'ompanies put theorgani)ation at the ba'k seatand fo'us more on thedevelopment of their people


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7hat Makes VCs sustain? Moreover the aging fa'tor of

employees and employers may alsoredu'e the speed of produ'tivity,


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7hat makes VCs sustain? VCs have a 'lear vision in front, ou

'an plan your strategies put your thoughts into a'tion take right de'isions at the right time avoid any 'onfusion train people at your organi)ation 'he'k your progress !hus* having a vision is having a prepared

path towards the destination,


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Shan 9oods VisionStatement

7e are determined to rea'h everykit'hen by diversifying into growingfood 'ategories through innovative*healthy @ safe produ'ts for theultimate delight of our 'onsumers,


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Shan 9oods Shan 9oods %"vt,& 4td has more than

5... people who share the same visionthat is aligned behind a 'lear strategy

eGpressed in a simple road map, Shan did not stop its journey by operatingonly in "akistan,

;aving the vision in front that is to share its

taste globally* Shan has now enhan'ed itsprodu'tion 'apa'ity even further with themanufa'turing units installed in =A3 andSaudi Arabia,


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Shan 9oods

!he Core points of Shans vision are: 4ong term thinking $penness to diversity "assion for uality >elighting 'onsumers in a''ordan'e to

the


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7hat makes VCs sustain? VCs dare to eGperiment new ideas and

possess the 'hara'teristi' of resilien'e, !hey

never frightened of trying anything new, !ake risks ;ave no fear of failureEvery motivated 3arly on* are so strong that any failure do not

stop them from working and trying new ideas, easily boun'e ba'k from the rough times, Are powerful 'ompanies, ;ave tenden'y to survive in every 'ir'umstan'e,


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7hat makes VCs sustain? VCs are persistent, !hey

Strive without losing hope believe in trying and trying again, Always work hard,

4u'k favors the persistent Su''ess 'annot stop the pro'ess of

working hard for VCs, !he more they su''eed* the more

persistent they be'ome,


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7hat makes VCs sustain? VCs remain 'onsistent throughout

their eForts and progress, !hey Are 'onsistent, $n'e they begin any target they follow

the strategy with the same )eal and)est,

>ont swit'h their strategies* planning*and a'tions et',

7el'ome 'hange warmly


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Shan 9oods Shans su''ess 'an be attributed to its

ability to 'ontinually identify and respondto the 'hanging 'onsumer needs through

esear'h and >evelopment* stringentNuality Assuran'e standards and state-of-the-art manufa'turing fa'ility,

!his makes Shan among the visionary'ompanies whi'h embra'e thete'hnologi'al 'hanges to keep pa'e withthe 'hanging 'ir'umstan'es,


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Shan 9oods Shan is truly an eGample of a progressive

Shariah Compliant business where Shariahguides the business operations and valuesremain 'onsistent,

!his trait of being 'onsistent enabled Shan torea'h the 'ulmination of su''ess,

Shan keeps on eGperimenting new ideas andby implementing a new set of pro'edures and'ultivating a new 'orporate environment*,

Shan has be'ome an in'reasingly transparent'ompany with proper systems in pla'e and a'ulture respe't* trust* transparen'y and sharinginformation at all levels of management,


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Shan 9oods !he C3$ of the 'ompany believes in

'ontinuous innovative happening atShan,

Shan as a brand symboli)es all of the above,


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7hat makes VCs sustain? VCs are highly motivated and remain

motivated even during the rough moments, !hey

Are highly motivated organi)ations, Cultivate motivation among every single soul

working in their organi)ation, Motivation keeps the energy level higher, Motivation brings hope and a will to do

something, Motivation never lets anyone get tired, And thus VCs are never tired but are always

energi)ed,


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Shan 9oods "la'es respe't and trust in its employees

and get the best out of them in return asits su''esses show,

Shans atmosphere empowersemployees who are paid the kind ofsalaries oFered in a multinational'ompany,

Shans dynami' nature and ambitiousvision also en'ourage and motivateemployees to give their best,


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7hat makes VCs sustain? VCs dont wait for the great ideas to

'ome* any small idea 'an trigger themotivation and eventually re'eive the

grand results, !hey Avoid being stagnant at any point of time, (ever appre'iate waiting for something

grand* this may hamper the 6ow ofprogress,

8elieve that even small ideas 'an result inbig fruitful results,


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Shan 9oods Shan 9oods is the industry that was

begun with a single room, !here were less number of employees in

it,


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7hat makes VCs sustain? VCs dont give preferen'e to money,

Money matters but not 'ompletely Money does not show the attainability of

the vision 4ess fo'us on the pro#t indire'tly assists

in putting eGtra eFort 4ess pro#t indire'tly keeps you fo'used

more on your aims,


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Shan 9oods

Shan 9oods C3$ says* 8ig ideas notmoney make big brands?

!o do so* we pay a higher pri'e'ompared with our 'ompetitors forpremium raw materials,


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Shan 9oods !heir dedi'ation to produ'ing the

highest standard produ'ts and theirbelief in long-term mutuallybene#'ial relationships signi#es:

!hat they are happy making nominalpro#ts,

!his is a key reason for their survivaland prosperity,


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M !;S >3S! =C!


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AC; 8y having a vivid vision for the

organi)ation, 8y sharing the vision with every single

person asso'iated to the organi)ation,

8y embra'ing 'hange in the re uireddomain,


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AC;

8y having faith in your eForts, 8y believing in your dreams, 8y making your organi)ation strong in

every possible way, 8y not giving up at any failure, 8y keeping the spirits high,


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A detailed pi'ture ofMotivational Synergy


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M$!


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Motivational Synergy Motivation is getting someone to do

something you want or* on an individualbasis* wanting to do something for yourselffor a parti'ular reason,

9or many businesses* the most eGpensiveasset they possess is their human resour'es,

!hese resour'es are hired for the value that

they add to a business, As a result it makes sense to ensure that the

business gets the best out of those resour'es,


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Motivational Synergy otivational !ynergy is not just

motivating employees for buildingupon a 'ompany or a business but it is

even going beyond it, 9urthermore it gives rise to the levels

of employees satisfa'tion and

performan'e !hus Motivation is needed everywhere

ever time,


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Motivational Synergy Motivation is a personal approa'h to

dealing with individuals, 3a'h person is likely motivated

diFerently and in varying degrees, !he key to motivation is to know your

employees, ou only have to know them on a

personal level and what drives them, !o get motivated it is an hour to move

away from leadershipD and to in'linetowards OmanagementO,


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Motivational Synergy 4et your employees be motivated by

freedom and responsibility, ou 'an best motivate your employees by

fo'using on their strengths, Somebody has rightly said*

"our uni#ue contribution in terms omotivation ma$es the team great. !o% bringit. 'iscover your genius. (e accountable orcontributing your very best. )mbrace thediversity o your team.


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!;3 C$(C3"! $9 8;ABS


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!;3 C$(C3"! $9 8;ABS e#ne its destiny in broad but 'learterms,D

8;ABS insists upon the need of an overar'hing message*

something big* but simple and

understandable,D


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!;3 C$(C3"! $9 8;ABS 8;ABs are bold,

9alling in the gray area where reasonand pruden'e might say* !his is

unreasonable*D 8ut the drive for progress says* 7e

believe we 'an do it nonetheless,D

Again* these are not just goalsDP theseare 8ig ;airy Auda'ious Boals,

workshop on why some companies sustain & others don't part 2

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