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This module aims to develop a trend of extroversion and advertising among EU businesses, providing the right tools and training materials to develop and sustain an extrovert enterprise, with a focus on networking.
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BRANDING EU - Branding and Extroversion of EU enterprises 2015-1-HU01-KA202-013605 Module 5: Extrovert Enterprise, Networking
What is Branding EU? • Erasmus+ KA2 project that has started in September 2015. • The result of a newly formed strategic partnership between 5 partner organizations from 4 different European countries, • Ultimate aim to help businesses at EU level to develop significantly. • Branding EU aims to support and guide: • Businesses, • Self-employed persons, • VET Organizations • Training organizations, • Chambers of commerce and employers' federations.
Main objective • To provide the right tools and training materials to members of the target groups in order to develop a trend extroversion and advertise products or services, • Promotion of the culture of extroversion in organizations of the partner countries, • Development of promotional strategies for products of an organization, • Development of a guide in terms of extroversion and advertising.
Outputs of the project • Output 1: National and European Research • Output 2: Branding Strategy Handbook • Output 3: Train the Trainers Methodology Pack • Output 4: Training Materials
Aims of the module • To make participants more aware of how to develop and sustain an extrovert enterprise • To make participants more aware of how networking can contribute largely to the development of their company
Extroversion • Extroversion is an important and defining factor in the branding process of an enterprise • Some of the most significant extroversion techniques that can be identified and used effectively by SMEs are: - Marketing - Advertising - Social media - Networking
Networking benefits 1. It will help increase your sales, through referrals. 2. It will help you learn things that you need to know to manage and grow your business. 3. It will help you find people that you can buy goods and services from. 4. It can help stimulate your creativity about new things or approaches for your business.
Leadership business style VS Management business style • "Management is a set of processes that keep an organisation functioning. They make it work today – they make it hit this quarter's numbers. The processes are about planning, budgeting, staffing, clarifying jobs, measuring performance, and problem-solving when results did not go to plan." • ”Leadership” is very different. "It is about aligning people to the vision, that means buy-in and communication, motivation and inspiration."
Management VS Leadership How an organisation strikes a balance between management and leadership depends on the environment in which it operates. If the world is not changing and you are on top, then management is essential but more leadership really is not. Leadership is always about change: it's not about mobilising people to do what they've always done well to continue to do it well.
Management VS Leadership – The manager administers; the leader innovates. – The manager is a copy; the leader is an original. – The manager maintains; the leader develops. – The manager focuses on systems and structure; the leader focuses on people. – The manager relies on control; the leader inspires trust. – The manager has a short-range view; the leader has a long-range perspective. – The manager asks how and when; the leader asks what and why. – The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon. – The manager imitates; the leader originates. – The manager accepts the status quo; the leader challenges it. – The manager is the classic good soldier; the leader is his or her own person. – The manager does things right; the leader does the right thing.
Entrepreneurial traits of an extrovert entrepreneurial attitude • Tenacity: This trait is known by many names--perseverance, persistence, determination, commitment, resilience.You have to be able to live with uncertainty and push through a crucible of obstacles for years on end.
Entrepreneurial traits of an extrovert entrepreneurial attitude • Passion: It's commonly assumed that successful entrepreneurs are driven by money. But most will tell you they are fueled by a passion for their product or service, by the opportunity to solve a problem and make life easier, better, cheaper.
Entrepreneurial traits of an extrovert entrepreneurial attitude • Tolerance of ambiguity: This classic trait is the definition of risk-taking--the ability to withstand the fear of uncertainty and potential failure. • Vision: One of the defining traits of entrepreneurship is the ability to spot an opportunity and imagine something where others haven't. Entrepreneurs have a curiosity that identifies overlooked niches and puts them at the forefront of innovation and emerging fields.
Entrepreneurial traits of an extrovert entrepreneurial attitude • Self-belief: Self-confidence is a key entrepreneurial trait. You have to be crazy-sure your product is something the world needs and that you can deliver it to overcome the naysayers, who will always deride what the majority has yet to validate.
Entrepreneurial traits of an extrovert entrepreneurial attitude • Flexibility: Business survival, like that of the species, depends on adaptation. Your final product or service likely won't look anything like what you started with. Flexibility that allows you to respond to changing tastes and market conditions is essential.
Entrepreneurial traits of an extrovert entrepreneurial attitude • Rule-breaking: Entrepreneurs exist to defy conventional wisdom. A survey last year by Ross Levine of the University of California, Berkeley, and Yona Rubinstein of the London School of Economics found that among incorporated entrepreneurs, a combination of "smarts" and "aggressive, illicit, risk-taking activities" is a characteristic mix. That description would certainly hold true for some of the most famous entrepreneurs of recent years.
Business networking According to The Balance, Business networking is the process of establishing a mutually beneficial relationship with other business people and potential clients and/or customers. The primary purpose of business networking is to tell others about your business and hopefully turn them into customers.
Source: http://visual.ly/business-networking-talent-management-tool
Infographic • A more detailed infographic can be found here, from an excerpt from Richard Branson’s blog. Source: www.virgin.com
Benefits of Business Networking • New contacts and referrals - The most obvious benefit of networking is to meet potential clients and/or generate referrals which you can then follow up on to hopefully add to your client base. Networking can also help you identify opportunities for partnerships, joint ventures, or new areas of expansion for your business. • Visibility - You need to meet and communicate with potential clients and business partners on a regular basis to maintain your business relationships. Attending business luncheons and other networking events raises your personal profile and can help keep you front and center in the minds of the right people.
Benefits of Business Networking • Staying current - In an ever-changing business climate it is important to keep up with the target market conditions as well as overall trends in your industry. Knowing the market is the key to developing a successful marketing plan. Attending seminars and networking with your peers and business associates on a regular basis will help you stay current. • Problem solving - In addition to the potential of increasing your business you can often find solutions to your own business problems or needs by networking. For example, if your business needs the services of a bookkeeper, accountant, or lawyer you may find the ideal candidate via networking, or if your business needs equity financing forstartup you may be able to find an angel investor or venture capitalist through networking channels.
Video https://www.youtube.com/watch?v=6M7ahzk0dGU
Case studies of successful organizational culture British Airways • Back in 1981, British Airways brought on a new chairperson who noticed that the company was operating very inefficiently and wasting valuable resources. To increase profits, he decided to restructure the entire organization by reducing its workforce. • What they got right:Before the chairperson began announcing layoffs, he explained his reasons for the restructuring to the entire company to prepare them for the upcoming change. Without his transparency, British Airways could have experienced employee backlash and negative press around all the layoffs. But, the chairperson always communicated honestly and frequently to manage the change.
Case studies of successful organizational culture Yahoo • Marissa Mayer’s position as CEO has improved Yahoo’s business from almost every angle. Stocks have increased and quarterly earnings have improved. But, more importantly, employees are embracing their new leader. Under Mayer’s leadership, employees who had previously left Yahoo were coming back, and she has said Yahoo’s workplace standing and employee belief in the company has improved. • What she got right: Mayer placed a lot of energy on managing talent in the company and getting employees excited about working at Yahoo. In 2013, she said there had been at least560 employee-focused initiatives implemented to bolster morale, including a new program designed to encourage employees to test products. As a new leader, Mayer understood the need to make sure her employees were happy and felt valued.
Case studies of successful organizational culture California State University implements major IT system changes • California State University (CSU) recently made a huge IT system change at its main campus, which also affected the 23 other satellite campuses and thousands of employees, staff, and students who had to learn a new way of doing things. • To make this change happen smoothly, the IT department instituted an automatic change management system, so one person could make upgrades that would automatically change everything else. • What they got right: The school redefined IT employees’ roles, clearly explaining who can use what system and what changes they can make in their designated areas. Articulating employees’ new responsibilities minimized confusion and issues. When the new process was introduced, CSU knew the importance of frequent communication and clarification so all employees were on the same page.
Case studies of successful organizational culture Microsoft reorganization • After becoming the CEO of Microsoft in February 2014, Satya Nadella embarked on a vast restructuring of the enormous company to eliminate the destructive internal competition. Products and platforms would not anymore exist as isolated groups, but rather all Microsoft employees would start concentrating on a restricted set of shared goals. • In September 2016, Nadella converged the Microsoft Research Group with the Bing, Cortana, and Information Platform Group teams to make another AI and Research Group with the goal to advance and revolutionize in artificial intelligence across the Microsoft product line. • What they got right:The most important achievement of this reorganization is the fact that it has given the company’s employees the feeling that their work has genuine importance.
Case studies of successful organizational culture Adobe • Adobe is a company that makes a special effort to give employees challenging projects, as well as providing the trust and support to enable them to address those challenges successfully. The company’s culture does not support micromanaging in favor of trusting employees to do their best. • Adobe is not using evaluations to define employee capabilities. Managers take on the role of a coach, giving employees the chance to set goals and determine how they ought to be evaluated.The company promotes consistent training and a culture that promotes risk taking without fear of punishment. • What they got right:Trusting your employees allows for positive company culture, since trust leads to independent employees who enable your company to progress.
The importance of extroversion in the branding process • An extroverted strategy can be transformative. A transformative strategy interacts with the market and tries to change market conditions actively. This strategy aims to create new market opportunities in the light of sustainable development, including elements of the conservative and visionary strategy. • Conventional Extroverted Strategy: A company focusing on the conventional extroverted strategy aims at communicating its sustainability commitment to society in order to differentiate itself from the competitors and to increase its credibility. Therefore, it seems meaningful to engage more in sustainability that it is obliged to do by law.
The importance of extroversion in the branding process Extroversion is an important and defining factor in the branding process of an enterprise. The personality traits of an entrepreneur are important drivers of emotional bonding between brand and consumer. The personality approach has three supporting themes: personality, consumer and brand-self congruence.
Activity • Activity: Pair Share: Pair off with someone you don't know, find 3 things that you have in common but which are not obvious. Allow for two minutes of time, then report out. • This activity will teach you how to search beyond someone’s surface and really get to know them in order to establish a meaningful networking technique.
Video https://www.youtube.com/watch?v=fdkOo9zlyF8
