Download e-book for kindle: Business Is a Contact Sport by Tom Richardson and Augusto Vidaurreta

By Tom Richardson and Augusto Vidaurreta

ISBN-10: 0028641639

ISBN-13: 9780028641638

ISBN-10: 1592570097

ISBN-13: 9781592570096

Company is a touch activity simply because human touch, connection, and cooperation is the essence of commercial. Even in our transaction-driven, more and more digital global, good, long-lasting relationships are nonetheless basic to luck. but in such a lot businesses, relationships with clients and staff or even extra so with providers, vendors, licensees, licensors, shareholders, creditors, strategic companions, board individuals, universities, charities, the media and the group are the main underutilized resources.

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Read e-book online Business Is a Contact Sport PDF

Enterprise is a touch activity simply because human touch, connection, and cooperation is the essence of industrial. Even in our transaction-driven, more and more digital global, sturdy, long-lasting relationships are nonetheless basic to luck. but in such a lot businesses, relationships with buyers and staff or even extra so with providers, vendors, licensees, licensors, shareholders, creditors, strategic companions, board participants, universities, charities, the media and the neighborhood are the main underutilized resources.

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Sample text

STEP 2: ASSIGN AN OWNER TO THE R E L AT I O N S H I P Only the most antisocial among us would set out to destroy or squander a business relationship. Yet it happens. We mean that literally: It just happens, in the sense that it’s passively allowed to happen. Most business relationships don’t end with a conscious kiss-off or a knock-down, dragout battle. Instead, they fizzle out or wither away. Or, as in the example PRINCIPLE #1: SEE RELATIONSHIPS AS VALUABLE ASSETS ❘ 17 of the snack and cereal company cited earlier, they end because a management decision hurts a relationship that no one adequately considered.

In addition, as you progress together, a strong bond can develop between a growing company and an expanding charitable organization. That relationship makes the wins easier to define and deliver. Two caveats go with this: First, although this larger-fish-in-asmaller-pond strategy can work well, a less-established charity can become dependent on a few relatively large contributors. So, you must be honest with yourselves and with the charitable organization about your ability to continue your support during a business reversal.

For instance, at SCG, when we heard that someone at a client of ours had lost his job through termination or lay-off, we were naturally concerned—and we acted on that concern. As you’ll see, we generally took the trouble to get to know the people we worked with. We then would call to offer our sympathy and help in networking to find a new job and, what’s more, access to a desk, a phone, and our photocopier. Relatively few people needed to take us up on that offer. As managers and professionals in a talent-strapped industry, they could usually find a new position in a matter of weeks.

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Business Is a Contact Sport by Tom Richardson and Augusto Vidaurreta


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