The Invaluable Leader by Dale Furtwengler
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Books Title

7 Steps to Becoming INVALUABLE CD

The Uniqueness Myth

Making the Exceptional Normal

Living Your Dreams

Stock Price and Customer Loyalty
Monday, November 27, 2006

Do publicly-traded companies have an edge in creating customer loyalty?

They might if they are retail operations.

During Wal-Mart's early years I noticed that every time their stock got to $40 a share, it would split 2 for 1. Very simply, that means that every stockholder owned twice as many shares as they did before. If you owned a100 shares prior to the split, you now owned 200 shares.

In a stock split, the value of each share moves down proportinately. In the Wal-Mart example, each share of stock would have a $20 value at the time of the split, instead of the $40 value it had prior to the split.

I haven't verified this, but it seems that Wal-Mart was keeping its stock value low to encourage it's price-conscious customers to invest in the company. Why? To increase customer loyalty!

Aren't you more likely to buy from companies whose stock you own? Absolutely! The stock's appreciation and dividends are like getting discounts on every dollar you spend. Of course, Wal-Mart, or any other company employing this strategy, has to continue to deliver on its promises if it wants customers/stockholders to remain loyal.

It's counter-intuitive, but publicly-traded companies that deal with the retail market - banks, insurance companies, building supply houses, brokerage firms and personal/home product manufacturers - could attract more customers if they kept their stock prices more affordable to the buying public.

If there's a question specific to your company or industry that you'd like me to address, email me at dale@furtwengler.com. I promise to keep your company information confidential.

The Money Value of Time
Monday, November 20, 2006

Do you want to be wealthy?

Pay attention to how you use time.

What do the wealthiest individuals in the world have in common? Their perception of time.

A quick glance at Forbes' list of the top 10 billionaires http://www.forbes.com/billionaires/ shows that there are no geograhpic or industry boundaries to achieving great wealth. You can become wealthy in any line of work.

When you look more closely at the lives of these billionaires, one of the things that strikes you is how well they manage their time. Even in their philanthropic efforts, the wealthy look at what kind of result they can get for the time invested. These financial giants achieve tremendous wealth, in part, by investing their time in activities yielding the greatest financial result for the time invested.

It's counter-intuitive, but if you want to make more money pay attention to how you're spending your time.

If there's a topic you'd like me to address, email me at dale@furtwengler.com.

Sensation Transference
Monday, November 13, 2006

Why don't superior products sell well?

It's the packaging.

In his book, Blink, Malcolm Gladwell cites marketing guru Louis Cheskin's concept of sensation transference. Simply, the concept says that many buyers don't make a distinction between the product and the package. Whatever emotional reaction they have to the package carries over to the product.

A package that creates a sense of quality, will cause buyers to perceive the product as quality even though it may be inferior. Conversely, a high-quality product can be viewed as inferior because of the packaging. This can be as true of service offerings as products. The brochure outlining services is the packaging.

As business people, we tend to believe that buyers will quickly discern the absence of quality and make a change. The reality is that buyers rarely do head-to-head comparisons so they often don't know what quality is available.

If you find that your offerings are being beaten in the marketplace by inferior offerings, look at your packaging. It's counter-intuitive, but the sensation your packaging is creating is being transferred to your product/service.

If there are specific topics you'd like me to address, send me a note at dale@furtwengler.com.

Frustrating Employees
Monday, November 06, 2006

Do you have an employee whose very presence annoys you?

It may be your organizational structure.

The late Dr. Elliott Jaques discovered that one of the sources of frustration in manager/employee relationships can be traced directly to organizational structure. The frustration comes from having two people with mismatched planning horizons. Here are some typical planning horizons:
  • few days to a week - shop floor and clerical workers
  • 3 months - first level supervisor
  • 1 year - middle manager
  • 3 years - vice-president/director
  • 5+ years - CEO, COO, CFO, CIO

If the planning horizons are too close, a shop floor worker who plans a month ahead reporting to a supervisor who plans three months ahead, the relationship is likely to be frustrating to both parties. The frustration stems from the supervisor feeling pushed while the worker feels held back.

Conversely, a person with a three-month planning horizon reporting to someone with a three year horizon will produce the opposite frustration. The manager will resent being pulled back into minutiae while the employee gets the sense that the manager doesn't value him or his work.

The key to identifying mismatched manager relationships isn't the job title, it's the planning horizon of the individuals in each role. It's counter-intuitive, but frustrating employees are often the byproduct of ill-conceived reporting relationships.

This month's special report is entitled "Avoiding the Staffing Roller Coaster." This report offers insights into why HR/staffing directors are surprised by new hiring demands and massive downsizings. Learn some simple techniques to take eliminate the surprise and plan staffing changes more effectively.

Dale Furtwengler

About Dale

Dale Furtwengler is an internationally acclaimed author whose work is recommended by:

University of Glasgow
University of New South Wales
Australian Institute of Management


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