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The senior flight attendant on the WestJet flight was starting the routine safety talk: the bit about flotation vests and emergency exits that we ignore at the beginning of every flight. “If we could have your attention, please, we would appreciate it - in fact we’d be downright shocked,” she said. The passengers and the rest of the crew laughed along with her and then, having captured our attention, she went on with her instructions. That event, on my second flight with the airline, may have been the point when I became a fan of this upstart, discount carrier. The flight attendant’s small joke was just one of many good-spirited remarks I heard from station staff and cabin crews. Guess what? I like travelling with people who enjoy their work. And that point is made, too, by Lance Secretan in an IndustryWeek article (May 15, 2000) that argues employees should be treated as well as customers. Using Southwest Airlines as his example (and WestJet modeled itself on Southwest), Secretan says management needs to put the same commitment and resources into internal marketing to employees that it puts into external marketing to customers. That’s not an unreasonable idea, considering that companies sometimes have to fight harder to get and keep good employees than to get and keep customers. Put another way, can you serve customers well if you don’t have good employees? And, don’t forget the maxim that employees treat customers like they’re treated by management. So, if we were going to build an internal marketing program for employees, where would we start? What would we do? How would we do it? Well, we’d probably start in much the same way that we start with external customers: by finding out what they wanted. By identifying the benefits that they consider most important, and communicating about those benefits. As we articulate our reasons for internal marketing (setting objectives), as we figure out the goals of employees, and identify the best medium, we’re setting out a communication strategy. Once we have a strategy we can go on to the tactics, which outline how we will implement the strategy: what will we discuss, how often we’ll discuss it, and what presentation style we’ll use. What we’ll discuss refers to our subject matter; how often refers to the number of times in a specified time period that we will communicate the subject matter, and presentation style refers to the tone we’ll take in sending our messages. Once both the strategy and tactics are in place, we act. We implement the plan. And good internal marketing, like external marketing, would involve gathering feedback afterward. In the case of external customers, feedback is immediate and obvious; they buy or they don’t buy. When we turn to internal customers, though, the feedback will be less obvious. In general, though, we will have set objectives based on having employees do certain things; in the feedback phase we can ask whether they did it, and how well, and how often. In summary, to get and keep good employees, cater to them as you would to important customers, through internal marketing. Pc Spy Software - Great Convertion. - Computer Monitoring Software. Spy on Cheating Spouce, Children and Employees. Webmasters Make Money! This is the next blog in the continuing series of interviews with top-echelon and renowned professionals. In this blog, I interview Dr. William Miller, Advisor to US Presidents and global leaders; Chairman and Founder of multiple organizations; World Premier Authority on Management Strategy, Innovation, Industry Development, Entrepreneurship. Amongst a lifetime of firsts, Dr. Miller named the discipline, Management of Technology, and his work was a catalyst for the success of Silicon Valley. Dr. Miller is amongst the world’s most awarded pioneers:
Enjoy! Dr. William F. Miller:
Dr. Miller was the last faculty member recruited to Stanford University by the legendary Frederick Terman who was then Vice President and Provost of Stanford. He was recruited to help form the Computer Science Department at Stanford and to direct the Computation Group at the Stanford Linear Accelerator Center (SLAC). He led the computerization of SLAC, and later as Associate Provost for Computing he led the computerization of the Stanford Campus. He carried out research in computer science and computer systems and directed the research of many graduate students. As Vice President for Research and later as Vice President and Provost, Miller championed the establishment of the Office of Technology Licensing which has become the model for such activities at other universities here and abroad. He actively facilitated the establishment of a number of interdisciplinary programs such as the Human Biology Program, the International Security and Arms Control Program, and the Values Technology and Society Program. In 1978 he negotiated and brought to Stanford the first students from the Peoples Republic of China. In 1979 he was named the Herbert Hoover Professor of Public and Private Management. In 1968 Dr. Miller also played a role in the founding of the first Mayfield Fund (venture capital) as a special limited partner and advisor to the general partners. As President and CEO of SRI International, Miller opened SRI to the Pacific Region, he established the spin-out and commercialization program at SRI, and established the David Sarnoff Research Center (now the Sarnoff Corporation) as a for-profit subsidiary of SRI. He became the Chairman and CEO of the David Sarnoff Research Center. In 1997 at the 10th anniversary of the founding of the David Sarnoff Research Center, Dr. Miller along with Jack Welsh, Myron DuBain, and James Tietjen received the Sarnoff Founders Medal. In 1982 Miller was appointed to the National Science Board; additionally, he served on the Computer Science and Telecommunications Board of the National Research Council. He has served on the board of directors of several major companies such as Signetics, Fireman's Fund America, Wells Fargo Bank, Pacific Gas and Electric Company, Varian Associates, and Borland Software, Corp. In 1990 Dr. Miller retired from SRI International and returned to Stanford half time where he taught technology related courses and carried out research on the IT industry and on the characteristics of entrepreneurial regions. He also spent about half of his time working with start-ups and non-profits in Silicon Valley. He helped organize Joint Venture Silicon Valley Network and served on the board of directors for three years. He co-founded and served as Vice Chairman of SmartValley, Inc. Additionally, he aided the formation of CommerceNet and served on the board of directors. Dr. Miller was a founding director and served as Vice Chairman of the Center for Excellence in Non-profits, and was a Founding Member and Chair of the Campaign Cabinet (1992-1994) of the Alexis de Tocqueville Society of Santa Clara. He currently serves as Chairman of the Board of Sentius Corp, Nanostellar, Inc., and Lumiette, Inc. and is a Partner in Actium Ventures(Venture Capital). Dr. Miller co-directs an international research project called the Stanford Program on Regions on Innovation and Entrepreneurship, and he co-directs an Executive Education program on Strategic Uses of Information Technology. Additionally, Dr. Miller worked with foreign countries helping them establish their technology policies and practices, notably Singapore, Malaysia, Japan, and Korea. He served on the International Panel of the Singapore Science and Technology Board, and currently serves on the International Advisory Panel for the Multimedia Super Corridor in Malaysia. Dr. Miller received the BS (1949), MS (1951), PhD (1956) and Honorary DSC (1972) from Purdue University. Dr. Miller works with the Cheetah Conservation Fund Namibia which is dedicated to preserving cheetahs in the wild in Namibia. He is a member of the Advisory Board of the Wildlife Conservation Network. To listen to the interview, click on this MP3 file link DISCUSSION: Interview Time Index (MM:SS) and Topic:01:08: :02:47: :06:34: :10:24: :11:56: :16:06: :17:24: :18:42: :22:05: :22:32: :25:35: :28:04: :31:57: :35:27: :37:37: :41:35: :42:25: :44:50: :47:34: :51:05: :55:10: :56:23: :59:28: :01:00:43: :01:05:00: :01:06:29: :01:09:02: :01:10:24: :01:11:16: :01:14:23: Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
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Dr. William F. Miller has spent about half of his professional life in business and about half in academia. Dr. Miller came to Silicon Valley from a position as Director of the Applied Mathematics Division at the Argonne National Laboratory where he worked after receiving his PhD in Physics from Purdue University in 1956. At the Argonne National Laboratory Dr. Miller conducted research in basic atomic physics and in computer science. He and his colleagues began early work in what is now called computational science.