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Welcome to the May 2012 homepage edition of i2P-Information to Pharmacists. Rollo Manning has been having some time out having staples removed from the site of his open heart surgery.He is now at home recuperating in Darwin, having arrived home last Friday, beating a cold and hasty retreat from Canberra.We all wish him a speedy recovery and hopefully, he will be fit enough to contribute by next month.
This month, Pharmedia discusses the toll that is taken when someone complains about you to an authority without good cause. Well, the good news is that you can now take action to protect yourself if such a complaint is made, and that may even include action for defamation. Read about a recent case involving two doctors, with Mark Coleman drawing on personal experience to illustrate.

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From the Desk of Barry Urquhart

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Barry Urquhart, Managing Director of Marketing Focus, Perth. Barry is an internationally recognised conference keynote speaker, facilitator of strategic planning workshops and marketing business coach. Contact Barry: TEL:61 8 9257 1777 - EMAIL: urquhart@marketingfocus.net.au - WEB: www.marketingfocus.net.au

Marketing Focus E-Zine

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MARKETING MAY NOT BE THE ISSUE

The current global financial crisis has been a great equaliser. No one thing, country, state, industry or person seems to be immune to its impact and consequences.

It is also time to note that size alone is not the key determining factor for success, growth and competitive advantage. The just rewards in the current marketplace are with and will gravitate to those who have utilised and developed both their attitude and aptitude.

In recent times we at Marketing Focus have been privileged to witness at close quarters, work with and contribute to the endeavours and achievements of a significant number of people.

They have sought, welcomed, valued, responded to and benefited from the unique, different and external perspectives that we have been able to bring to the matter at hand. I, for one, have not had training in or possess either expertise or experience in accounting, law, engineering, mortgage broking, information technology, subcontracting or manufacturing. And yet many clients, both large and small, throughout Britain, North America, New Zealand and Australia have invested in and deployed our services.

Significantly, marketing has been the key issue in less than 15% of instances. Years of experience in lecturing fulltime at Curtin University have proven invaluable when addressing the aspects of corporate culture refinement, strategic planning, teambuilding and cohesion, as well as organisation structure and design.

So often, the issues nominated at the outset of consulting sessions have been shown to be symptoms, not the causal factors. Thus the fundamental leveraging variable that can and should be deployed in the entity, the network or supply chain to achieve and sustain success is seldom marketing.

 

NEW MARKET, SAME PHILISOPHY

Markets come and go. Others are in a constant state of change and flux.
However, some principles remain steadfastly relevant.
Being different is and will be a cornerstone for sustainable success.
Disturbingly, there is widespread evidence of group mentality taking siege of many businesses, sectors and the economy. The calls from boardrooms and the offices of senior management are clarion clear:-

“Cut, Cut, Cut…”

Countless public and private sector entities give the appearance of being in lock sync. That is, cuts in staff numbers, branches, hours of trade, product ranges and support facilities. Not surprisingly, as a consequence revenue falls, as does consumer/client traffic counts, telephone call volumes, customer satisfaction, customer loyalty and referral business.

It is refreshing and reassuring to note that some executive teams have taken a stance and “gone” against the flow. For example, retail and service staff numbers have been retained, specific training increased and infrastructure support enhanced. Investments are being made in communicating to existing, prospective and post clients. The affirmation being made to a commitment to maintain service standards is laudable. In most cases, retail prices and margins have been maintained, in some instances increased.

And the result? An almost universal endorsement by clients and customers.

No one company or government can make significant impact on the fluctuating and possible declining volume of economic activity in macro-marketplaces. They can, however, be influential in where consumers and clients do spend.

So, in the words of Peter Glen of New York:-

“Dare to be Different”

Which reinforces the fundamental message of the exclusive keynote presentation and audio compact disc available from Marketing Focus:

“IT IS BETTER TO BE DIFFERENT THAN IT IS TO BE BETTER””

 

AUSTRALIAN GOVERNMENT ON A TREADMILL

Being on a treadmill might be an appropriate part of the diet regime of the Australian Prime Minister. However, in a figurative and literal sense, being on a treadmill is not sound economic management, particularly as the nation’s revenues slim down. In the latter instance, it is often difficult to get off. Take for example the Federal Government grants of up to $21,000 for first home buyers to purchase a new home. That financial stimulus has been isolated to be the key determinant in the substantive and buoyant demand for new homes priced under $350,000.
Some real estate agents, new home builders and mortgage brokers who specialise in that strategic market segment are reaping (and hopefully banking) the rewards.

However, a disturbing downside has been identified. The latest research findings on housing and real estate prices for house and land priced under $350,000 have concluded strong demand has effected an overpricing in the segment ….., you guessed it, by an average $20,000. For those in the Australian state of Victoria, the overprice factor is calculated to be as much as $25,000 (where the State Government complements the Federal sector largesse by $5,000 for a new home).

The current Federal scheme is due to expire on 30 June this year. Consensus among leading analysts is that should the first home buyers’ grant not be extended then house and land prices in the segment under $350,000 will fall by around $20,000. And with that decline will go all or most of the equity of many first home buyers.

For Australia’s financially conservative Prime Minister the indications are that he will have to remain on the treadmill and possibly run faster. Among the possible consequences will be that he will fade away to being a shadow of his former self, just like the Federal Government budget surplus he inherited when his government won control of the treasury benches in late 2007.

Worse still for the marketplace are inexact statements that “all goods come to an end”. The current marketplace needs clarity.

This is a man who is a self-professed disciple of former Prime Minister Gough Whitlam, arguably Australia’s biggest failure as Prime Minister.

Could this be a case of a sub-Primer loaner !!!

UNEMPLOYMENT IS A DRAG

With hindsight it is now apparent to many that economists have little foresight. Some do, however, have a nice turn of phrase. Take for example, unemployment. It is deemed to be a drag factor in the economy. In other words, there is typically a lapse of time (read: drag) between a causal event and a consequential rise in unemployment levels.
Recent history verifies that trend with widespread recognition of the economic slowdown and global financial crisis evolving in August, 2008 and a rapid and broad increase in unemployment levels in Australia, New Zealand and throughout Asia in February, with continuing trends in the United States of America and Great Britain.

So, the drag time of unemployment of around 6 to 7 months will also apply for any upturn in the economy and consequentially employment and thus, a lowering of unemployment. Regrettably, the increasing instances of under employment with 4 day working weeks and 9 day working fortnights muddy the waters. The following table outlines the phases that will evolve prior to sustainable increases in employment will be recorded and enjoyed.

Phase Characteristics:

1. Spasmodic increases in demand

2. Consistent increase in demand

3. Lowering of inventories

4. Increased individual work team productivity

5. Lower part-time and casual employment rates

6. Active full-time recruitment

The message is clear. Consistent, widespread increases in demand will require a 6 to 7 month lead-time before active, long-term and permanent recruitment is effected, followed by a lowering of unemployment and the resultant upturn in overall economy-wide buoyancy.

However, there will be an exacerbating irritant that slows down transition between the latter phases … confidence. Most people and companies will seek to restructure their debt levels in accordance with new and enduring lower risk tolerance levels before venturing into outlays on capital items and staff.

 

ACCELERATED LEARNING

Throughout the world, the leaders of banks are exhibiting evidence that they have learnt well from their farming clients.

The evidence is conspicuous … a warm embracing of the philosophy :

Privatise the profits - Socialise the losses

Most people readily accept the prospect that the single biggest contributing factor to the economic turmoil which we are currently encountering, if not enduring, is greed.

Unbridled greed should be punished and have consequences. Otherwise there is no effective and sustainable learning.

Governments which support the past poor management and leadership practices of banks can expect similar demands and expectations from multiple other sources. For example, automotive manufacturers, tourism operators, airlines and the like.

Most recently, a leading new home builder called for an extension of the first home buyers subsidy scheme which operates in Australia. Sadly, such schemes distort the market place.

Moreover, that new home builder should talk to his qualified, experienced and professional bricklayers. I’m confident the advice he will receive is that without strong foundations, a brick wall will fall down, regardless of the quality of the craftsmanship.

What we need is a restructuring of the economy, not more economic stimuli, in which the government arbitrarily picks the winners and the losers.

 

A TRUE STORY

This is a story supplied by Paul Stallwood, a neighbour in our rural community of Keysbrook, Western Australia. The setting is post-industrial revolution era England. Learn and profit from the underlying message.

“A very poor man had only sixpence in his pocket and he wanted a job. He saw an advertisement by the London County Council for a post of a lavatory attendant. He went for this job and everything was going well when they found he was unable to read or write – a qualification which, for reasons I can’t explain, is necessary for that particular occupation. I suppose for the filling out of the forms.

He still, however, had the sixpence in his pocket and he was advised by a friend to put it on “Love-Lies-Bleeding” in the 3.30, and contrary to most human experience, the horse came in at 100 to 1.

With his winnings, he bought some vegetables and an old cart, sold at a profit, bought more and sold again until at length he finished up as the head of a great multiple store with over ₤50,000 to his credit – or rather, as he was a careful and old fashioned man, in his stocking. He was asked, “Why don’t you go to the bank and put your money in the bank?”

So he went and said to the bank manager, ‘Can I put ₤50,000 in your bank?’ The bank manager said, ‘Well, we’ll see what we can do for you. Just write your name here, will you?’ The man told him he could not read or write. Even then the bank manager was not deterred; and he said, ‘Well, make your mark’.

But then, much impressed, he said to him, ‘Do you realise what a wonderful man you are? Here you are, a self-made man. You have build up a business from nothing; you have ₤50,000 to play with: yet you cannot read or write. Have you ever though what you might have been if you had been able to read or write?’ ‘Yes’, said the man,’ I should be a lavatory attendant.’

ARTICLE TEXT : HE WHO HESITATES IS LOST

There is a difference.
Putting off a decision is different in nature and in consequence to making a decision that concludes with a “no”.
The current volatility of local, national and global economies and marketplaces has tended to influence many business owners and managers to put off a decision until things are “better” or “right”.

That’s interesting !!
When one retreats or withdraws from an active, if not proactive role, a negative mindset is inclined to evolve. It is then that the time or circumstances never seem to be “right” and “better” is only a passing phase or another “false dawn”. Yeah, right!

Decisions which are made on the best available information are just that. Limited by the availability of information at a given point in time.

For many in business, time has been the independent variable in the decision making process. Significantly, the decision is then the dependent variable. Nothing happens until someone finds the time to recognise that a decision is needed.

That raises the important question of just how many business plans nominate planning as a key component and specify the actual time period for planning reviews and refinements.

USE TIME WISELY

Information in the current marketplace is not perfect nor complete. Accepted. It never has been, is or will be, regardless of the character of the economy… at the time.

The buoyancy and exuberance of the boom period have lapsed. Less pressure is being applied to the available time of business owners, managers and staff members. Retrenchments and staff dismissals have qualified to some degree, the amount of increased uncommitted time in a typical working week.

However, there is little evidence that more dedicated time is being allocated by many entities to business development, marketing, team building, training and planning.

References to 10% of time being given to marketing and 5% to planning generally collapse when executives and people are asked to nominate which specific hours and days are scheduled for such activities. The usual rider to the statement is, “when time permits.”

SCENARIO PLANNING

Now is the time to undertake interactive sessions which involve the participants in visualising, analysing and formulating possible and probable marketplace scenarios which will or could develop during the ensuing three year time horizon.

Strategic and tactical options can then be recognised and isolated. One significant by-product is the acceptance by most that options and choices do exist. The “siege mentality” which has gripped and impedes many entities is addressed, readdressed and often overcome. Personal and group confidence is lifted.

Pre-emptive analysis can and, arguably, should be given to the identification of marketplace triggers which will necessitate appropriate decision making and action implementation. That will save time, provide scope for marketplace leadership and ensure an early development of increased momentum.

BEWARE INERTIA

Deluding oneself in the mistaken belief that it is not necessary to make a decision at this time can have its own opiate characteristics. An absence of decision making can reduce stress, free up time and avoid the prospect of errors, omissions and failure.

However, the loss of momentum in the intermediate to longer term has widespread implications for competitive advantage, supply chain benefits, customer loyalty, stability and the creation of almost impenetrable defensive forces.

PLAN TO PLAN

Detailed and documented planning is not an innate feature of many corporate cultures or business activities.

Sadly, and disturbingly the formulation and documentation of business plans are all too often outsourced. External consultants, no matter how good, qualified and experienced, can never fully understand and accurately articulate a company philosophy and set of core values.

Such consultants are invaluable in providing a malleable and relevant planning framework. The hard work and the contents must necessarily be the responsibility of the people who lead and work within an entity.

PRACTICE MAKES PERFECT

Critics of scenario planning dismiss the concept as being speculative, subjective and inaccurate.

There is some currency in the first two of those three adjectives. However, anecdotal evidence and detailed analysis over an extended period of time reveal that documented plans which evolve from scenario planning workshops are inevitably strikingly accurate.

That should come as no surprise. Business professionals who know in detail their market place, their products, their services, competitors, customers and global trends in communications, supply chain management and marketing, can and do readily visualise the unfolding scenario.

Regrettably, most do not dedicate sufficient time, money and resources to the planning of the business.

Leading sports commentators in latter years have concluded that the difference between young, aspiring cricketers achieving and failing to wear the “baggy green” cap as an Australian Test cricketer comes down to a minimum figure … 20,000.

For a batsman or bowler, that equates to some 55 balls bowled or faced each day of each year, for a number of years. And that is just the number in excess of the average.

Similarly, business leaders who plan and make astute decisions regularly become very good at both. Success follows. How lucky are they ???

 

THE AUTHOR
Barry Urquhart is renowned internationally for his strikingly accurate forecast of the finish of the economic boom in 2008.
His well documented projection from early in 2006 of a specific date made media headlines around the world and enabled clients to plan for the event …10.35pm, Sunday 24 August, 2008. It was the closing moments of the Beijing Olympics.
Barry’s subsequent warnings of the credit meltdown, increasing unemployment levels and branch, plant, model and services closures have enabled companies, large and small, to gain and sustain competitive advantages.

Tel: (08) 9257 1777 - Email: Urquhart@marketingfocus.net.au - Web: www.marketingfocus.net.au

 

 

 

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