Lessons From Peter Drucker Posts
Whether you're a marketer trying to get new customers or leading a process change trying to sell a new way of working to the business, bribery is no way to create a sustainable business.
How do you determine prices for your products and services? Start by looking at value from the customer’s perspectives rather than your costs, says columnist William Cohen. Here’s why.
Drucker wrote a column for The Wall Street Journal entitled "The Five Deadly Business Sins." Many business experts advised exactly what Drucker advised against. They still do... Judge for yourself!
Want to predict future trends that will impact your business? It’s not as difficult as it seems if you know a few essentials. Columnist William Cohen looks at how shifts in demographics have predictable outcomes and represent a major opportunity for those who have the desire and know-how to do the analysis and take advantage of it.
Your company's sales are through the roof, marketing's throwing money at getting even more sales and everyone's making their numbers. However, if the overarching strategy isn't right, beware the law of unintended consequences, says columnist William Cohen. Here's how high sales might be concealing major problems.
Got a sucessful product or line of business? Even if your profits are strong you might want to consider getting rid of them. Here's why.
Drucker’s views on strategy were quite different from those taught by others. He did not believe in "portfolio management" or quantitative methods for strategy development. Drucker felt that every situation had to be approached individually and with common sense based on history. This is probably one reason that Drucker, although a self-proclaimed "non historian," used historical examples to illustrate his concepts. And though the word "strategy" comes from the Greek word, "strategos," he did not believe that "business is war" or that one should look at business as an act of warfare.
Peter Drucker placed an enormous emphasis on determining the real business of an organization. He saw this as a major responsibility of any leader. It was one of the first lessons I learned from Drucker, and I learned this lesson even before I met him and became his student. In those days, I was a young manager but one who knew very little about business management.
