The concept of abstract public relations has been dead for a long time. The evolution of internet, Web 2.0, and social media have certainly not made the process of PR any easier. The proponents of those technical and social developments may argue that additional new channels that are created via those advancements have enabled the players to have a bigger “club” to drive their point home. The opponents may argue that the mere additional of new communication channels contributes to the ever increasing levels of difficulties in managing a public relation crisis.

In any case; it is hardly a surprise that the named entity has been criticized. On one hand; it failed to anticipate and deploy PR units quickly enough – on the other hand; the PR efforts were meager at best.

Could they have done things differently – yes.  Should they have? Probably not and here is why: the scope and magnitude of the disaster was not known to the public; but it is reasonably safe to assume that the specialists within the entity had a decent idea of what was about to unfold. Let’s not kid ourselves; it is a large organization with a tremendous amount of human capital and expertise.

So if they knew how bad it is going to get; should they have intensified their PR efforts? Probably not because they could have anticipated the potential backlash by calculating the scope of the environmental impact. Hence concluding that the impact of criticism will be semi proportional to the scope of the disaster. No amount of PR was / is going to fix that – must have been their conclusion.

Of course we may be wrong. Maybe it was just sheer panic, miscommunication, lack of leadership,  or simple incompetence. Yet judging by the fact that even after the scope of the disaster became more and more public, it choose to continue limited PR efforts. Leading to the conclusion that its approach to PR is by design.

Though the above deductive reasoning is not scientific rather than qualitative; it is logical and convincing. It is logically sound to assume that the leadership of that entity decided that silence is golden – both in terms of PR and potential legal liabilities.

So what is the lesson for PR folks? Simple: more is not always better. Of course it remains to be seen if it holds true in the BP case; but it appears that in spite of all the buzz BP has managed to effectively win publics’ desire for BP to lead the efforts. 

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Clearly in the past and present we have made an attempt to keep our blog out of the scientific data crunch and other complicating factors in order to make our points easier to understand.  This particular topic is no different.

In the past weeks and months we have continued to see tremendous amount of errors by small and mid size business owners.  Naturally it is important to point out that most such errors occur outside the scope of our own work with some clients as well as our observation of competitors and non clients. Nevertheless; the errors remain.

One particular issue that has been noticed by us more frequently than others has been the challenging task to pin point the “why”.

• Why are Small and mid size business owners (SMBO) reluctant to recognize the need for HR procedures?
• Why do SMBO refuse to recognize their true need for human capital management?
• Why the issue of HR in small and mid size business hasn’t received more attention at University and College level?
• ….. You see where we are going with this.

Traditionally; even at educational level the HR standards have been made to appear to be an exclusive concept of large corporations. Nothing could be farther away from the truth – If anything at all; the small and mid size businesses are more dependent on their human capital then their larger counter parts.

So what is the moral of this entry? Simple:  based on practical real world experiences it is fair to say that SMBO’s have a knowledge gap that would require a fundamental shift in educational as well as real world narratives. Educating SMBO’s about their reliance on human capital coupled with appropriate HR management is not only a necessity ; it is a requirement for successful organizational growth toward profitability .

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Essentially, the unruly corporate client as a vital actor within the business economy should be defined by their actions which are harmful in the long run. Let’s look at a particular theorized example:

Imagine client X has achieved most of its intended online marketing. As a part of vertical penetration in untapped or underserved markets, the clients plan a great PPC campaign. Here is where the problem starts: imagine the client being resistant to appropriate implementation of PPC campaign because of potential cost.

This is where the ethical issues of management consulting firms and consultants in general will begin.  The most pressing issues and questions can be formulated as below:

• Is it the consultant duty to proceed regardless of the consequences?

• Is it the responsibility of a consultant to resist actions that are short lived?

• Is it the viable to do whatever it is asked of a consultant as long as it is legal?

• When does the responsibility of a management consulting firm or management consultant ends ?

Though such questions are hypothetical in nature, it is easy to see that everyday actions of clients can greatly influence the interaction and final outcome of external efforts.

We have seen and heard of entities that have found solutions that work for them. Some of the actions and measures that have been observed include:

• Creating regular third / fourth party verification and evaluation of strategy and execution

• Constant ( … and at times excessive ) reporting

• Constant ( … and most of the time excessive ) communication

• … and on the rather extreme end of scale :

1. Decline unruly clients from the get go based either on past experiences OR their general reputation
2. Share and maintain a list of experiences with colleges in the industry
3. Publishing the past experiences in online and offline venues

None of the above mentioned measures, in combination nor individually can remedy such a problem .

In the coming days and week we will discuss some of the measures that have historically proven to  work .

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From our internal observation, there are two different small business owners: those that were naturally prepared for turmoil and those that were not.  Our initial assumption that larger companies were in a better position to absorb and adapt to turmoil turns out to be wrong.

After extensive analysis of hard data and behavioral observation, it turns out that those companies that appear in a better position to deal with current situation have one major factor in common ; mainly their respective human resources and talent management .

We looked at dozen companies with an extensive human resource operation and compared them to another dozen small businesses without an effective HR program. The results were astonishing. The latter had substantially more difficulties in coping with the psychological issues of economic down turn as opposed to the first group.

Granted, it is too early to judge the actual outcome in terms of success during a down turn period. However, one may hypothesize as to why the preliminary result point to such different results. It is rather simple to point to the ability of the management via the appropriate talent; but the question of ability may not be the appropriate indicator.

In any case, we will continue our study and observations and report back. 

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World Consulting Group : Premier management consulting firm .

Depending whom you ask, you will receive a variety of answers that may range from complex calculations of ad revenue to unique visitors from particular geo locations. Essentially there is not right and wrong answer, the price of a domain that may be worth $10 to one entity, maybe worth $100000 to another.

The essentials are rather simple and logical, the mere branding or name recognition can translate in huge amount of traffic or sales, or it can harm a new brand. The real question is as how a domain can and will be used to improve ROI. 

We all have seen or read about huge domain sales, that have created millions of dollars sales, but we also have seen domain speculators fail to monetize their domains. The bottom line is rather obvious, in which the value of a domain may entirely depend on a particular niche and possibilities. The wild card is however, the most recent action by ICAAN. Will the authorization of new vanity domains with all new top level extensions be a game changer? Will it increase the value of traditional domains or diminish their value.

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That remains to be seen. 

Essentially, the most widely encountered issue for small businesses is within the monumental task of hiring and retaining an executive. The hiring by it selves is not as problematic as recognizing and cultivating talent.  In our opinion, the biggest factor in such decisions ends up being related to loyalty. It is not difficult to get lost in the sea of professional and personal connections, whereby the goal becomes fuzzier and personal accountability, efficiency and effectiveness take a second row to personal likings.

In spite of the simplified statement above, such loyalty issues can cost business owners a tremendous headache and lower bottom line. One of the most common circumstances occurs when unqualified personnel work their way up, not by actual achievements, rather than just extended time of employment.

The results are rather astonishingly flawed. Personnel in mid management and even upper management, end up being unqualified at best and a liability at worst ; hindering internal and external growth , upsetting the internal balance , creating resentment from internal and external entities , as well as hindering overall growth.

Ultimately, it is hardly a new issue. Small and mid size businesses simply lack the proper resources to be consistent in hiring, promoting and terminating executive employees, compared to their larger counterpart. However, the tell tales are not as complicated. As a small business owner, ask yourself some simple questions: when was the last time we brought a third party to evaluate our internal efforts in terms of effectiveness and efficiency? When was the last time our executives attended some trade shows? When did our executives attend a farther education course? Have any of our executives been published? Are they at least trying? How do our executives keep up with the latest in our industry? Etc.

Note of caution: just because a business owner thinks highly of an executive team member, it does not mean that the particular person is actually competent. Nor does it mean that the particular executive is worth his / her money. It simply means that he or she has been noticed. It doesn’t mean more; it doesn’t mean less.

In the coming days and weeks, we will explore the details of how to spot an executive that is more harmful to the organization than anything else.

Brought to you by: World Consulting Group . Your premier management consulting firm at http://www.worldconsultinggroup.com/ 

It is beyond this short entry to examine all possible sub categories of bad executive habits, however, one of the rather most common and virtually universal issues is the reading habits; which will be the main emphasize of this entry.

Though not a scientific statement, it is rather easy to see the basis of a decision relating to executive experiences; however, it is rather substantially more difficult to establish a connection between recent readings and current decision making process. We have seen and heard anecdotal evidence which imply a correlation between recent readings and current decision making.

Let’s examine this concept:  is it logical to infer that a recent piece of literature may have conscious or unconscious impact on the reader? Could it be that the way such readings are selected is also illustrative of the readers’ preferences? Is it acceptable to assume that such factors may impact the decision making process and the ultimate outcome?

Certainly it is not farfetched to assume that current events including reading habits may have short or long term impact on a decision maker. It would be interesting to back such hypothesis with a field study; however, considering the deductive reasoning used, it is rather safe to imply that such assumptions may not be baseless.

The essential of good or bad decision which is ultimately a question of situational impact and organizational capabilities, cannot and should not be simplified. Yet the exploration of sub categories of impact may prove equally difficult in establishing universal SOP. Hence leading to a assumptive conclusion that although a universal statement about the impact of reading habits of executives in relations to their respective decision making process may not be viable without scientific data, yet may illustrate a good starting point.

In the coming days and weeks we will start exploring other issues such as topics of the reading material , the frequency of readings, venue and many more related issues.

Brought to you by: World Consulting Group — Your premier management consulting firm .

Something very interesting happened to one of our experiments today. Let’s take a step backwards: three years ago we wanted to experiment with effectiveness and efficiency of banners. We decided to use one of our projects that is entirely organic in nature to see if anyone of our general visitors would find a spelling error in our banner.

Now, three years and 4 million unique visitors later, our experiment has come to a conclusion. We received an email from Mr. David Zach ( Futurist) pointing out the spelling error. Apparently during a speaking engagement he named one of our sites and was consequently advised of the error.

It seems strange that some 4 million people would overlook such an error. On the other hand, one could argue that it is virtually certain that a minimal percentage of those visitors found or saw the error but didn’t contact us. In either case, there is something negative and positive to be said about both possibilities.

In the coming days and weeks we will publish the details of this study including methodology, data collection and analysis as well as our final findings in terms of most recognized Eye tracking studies.

Brought to you by: World Consulting Group — Your premier management consulting firm.

It is important to note that there is a psychological aspect to such dramatic news cycle; whereby many individual business owners may or may not panic. Similarly important, it is imperative to point out that there is general consensus that the current perception may not be illustrative of the actual market and economic vitality.

Yet, even assuming that the perceptions are correctly reflecting the realities of the market and economy, it is important to point out that any degree of panic will not be of any help. The traditional wisdom and theory of expansion and retractions in the market would dictate a conservative approach in times of uncertainty, which in our times of global economy is certainly a very risky move.

The cure and proper action will depend on particular industry; however, one thing is virtually certain: certain small and mid size businesses can greatly benefit from the current market retractions by taking advantage of low cost market expansion and new market penetration. A very good example would be the self storage industry.

Considering the current rate of foreclosure and troubled real estate market , self storage industry can have a comparatively easy time in penetrating new niche markets and establishing productive relationships with sister industries such as real estate business.

Notably, it is not as easy. Certain industries that have enjoyed an unchallenged easy ride in the past 2 or 3 decades will have to weak up and adapt modern advertising and marketing methods that will lead them to extensive online ventures. That being said, even those industries that have been semi active and adaptive will face challenges in understanding and monetizing the virtual world in order to achieve the most attractive return on investment.

Ultimately, the current economic downturn as well as its respective perception may illustrate real as well as professed uncertainties that may or may not be of real value. The greatest possibilities of impact, positive or negative, will entirely depend on particular industries and their respective overall standing. However, in spite of traditional wisdom of caution in uncertainty in the market and economy, it is vital to also see the possibilities that can lead to expansions and profits with very limited risks. Hence it is not advisable to view the current situation as an opportunity rather than a crippling challenge.

However, it is imperative to emphasize the due diligence and risk management should not be dismissed or disregarded. Both of these functions will prevent hasty decision making and potential future pitfalls that are vital for any and all viable organizations.

Brought to you by: World Consulting Group — Your premier consulting firm .

Management consulting is no different than any other advisory role. Though simplistic at first glance, it is not much different than a legal or medical advisor. The one most common similarity is that all advisory roles illustrate certain business and ethical issues. The most pressing issue, however, is the clients’ ability and willingness to adhere to guidance.

It is no secret that one of the greatest challenges in maintaining positive relationships with existing and potential clients is to convince them of the benefits of the advice given to them ; or as we refer to it as protecting the client from itself. This does by no mean imply that clients should blindly follow their management consultants’ suggestions; however it does imply that based on consistent record and relationship longevity, clients should be able to distinguish appropriate and useful recommendations from negative or self serving opinions.

Many times small business owners which have been lacking expertise in innovation and organizational effectiveness and efficiency, resist the dire and necessary organizational changes that would lead to greater profitability, effectiveness, efficiency and ultimately greater ROI and improve bottom line. Internal factors such as less than competent managers and executives , lack of continues education by upper management , industry specific habits , as well as lack of third party audits to improve upon existing procedures , farther create organizational redundancy which may in turn decrease the likelihood of organizational improvements.

  
Similarly the organizational culture that has led to some preliminary success may contribute to the halt of farther positive development in organizational evolution. Many times the previous success that may be correctly contributed to old and outdated business practices create sense of satisfaction which create a false sense of comfort for executive which may lead to neglects in innovation and evolution.

Ultimately, the abstract concept of organizational culture will depend on many factors that may or may not have a positive impact on overall outcome. Yet the alternative solutions to improve upon past successes can have similar negative impact; which brings us back to the issue of ethics .

Generally speaking it is certainly more profitable to prolonging problems; however, is it ethical? Of course it is not ethical nor does it actually make sense. From a business point, management consultants are certainly better off to create and maintain a relationship based on honest and upfront assessments and projections. From an ethical point it is equally important to illustrate integrity by consistently pointing to weaknesses that may influence the outcome.

Yet the ultimate question is when does one give up on an organization that is not willing to follow advise , is plugged with incompetence employees and executives , lacks clear strategy and even more importantly creates frustrations within the management consulting firm ? There is no good answer to this. One may suggest that it depends on loyalty issues; others may suggest that separation from such client may lead to negative rumors that can be harmful; yet others may argue that the success of projects that is hindered by clients errors should be clearly identified and criticized before the lack of success is blamed on the management consulting firm .

The final word on this is rather ambiguous. Each management consulting firm should decide on clear lines of tolerance. Basically deciding when a client becomes more of a liability than a business partner or client should be allowed. Many factors may contribute to a decision to sever relationship with such clients; including business profitability, industry specific reputation, personal relationships as well as contractual agreements.

Nevertheless, separation from a client should not be taken lightly. Any and all efforts to convince the client to change course should implement in order to preserve the relationship before any decision to separate is even considered.

Brought to you by: World Consulting Group ; your premier management consulting firm .