Category Archives: management

Guest Speakers for Integrated Media Planning!

Loyola University of Chicago’ GSB is pleased to announce the following guest speakers this quarter:
  • 3/25 – Rich Behrens, Internet advertising/media executive (Nielsen, RealMedia, Microsoft, most recently Pheedo) and LUC GSB alumnus

  • 4/15 – Mike Sands, Former Leo Burnett, GM, Orbitz marketing exec, currently CEO and co-founder of BrightTag a Chicago-based tech company
Space is limited in the class room and LUC students and faculty are welcome to stop by Maguire Hall 324; the guest talk will start at 6:15 and continue on until about 7:15 or 7:30.
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Loyola MBA Class – Spring 2011

In business, professional managers that do not teach (not just train) are either in denial or are missing a huge opportunity. Trite sayings aside, management is an experiential skill where learning by observation can be reinforced with shared experiences, discussion and writing. For this reason, formal business education is kind of a big deal to me.

That’s why, I’m pleased to announce that I will be joining the Loyola University of Chicago, Graduate School of Business as a member of their adjunct faculty for the Spring 2011 Quarter. I will be teaching a 500-level course: Integrated Media Planning (MARK 566). The course is offered on Friday evenings for 10 weeks to to matriculating MBA students.

After almost 20 years in the field and some teaching (Columbia College), university guest lectures (Loyola, DePaul and UIC) plus Loyola’s Continuum – it is quite an honor. Teaching alongside some of my own professors Mary Ann McGrath, Stanley Stasch, Dawn Harris and the very active in the local digital industry via CIMA Linda Tuncay is going to be a great experience.

Here is the current course description for  Integrated Media Planning (MARK 566):

The course provides an overall understanding of media planning: basic media concepts, buying and selling of media, development and evaluating effective media strategies and plans, and the role that media plays in an integrated marketing and communications plan.  The course is recommended for students with little or no media planning experience.

I’m currently enhancing the syllabus and if I haven’t already approached you, feel free to reach out if you have thoughts on the media/advertising business today, recommend good books/articles or want to be a guest speaker. The textbook used will be Marian Azzaro’s Strategic Media Decisions 2nd Edition.

As a nice plus, I’ll also have access to the Loyola GSB’s vast academic research library to further add to the course and also provide a better understanding of the latest business research across leading business research journals.

Consider this post, I’m extending an open call to colleagues in the Chicago advertising and media business: buy-side and sell-side planners, media buyers and planners and folks on the measurement side. It is an opportunity to help mold the next crop of high-potential business leaders – professionals that you might like to work with one day!

On the flipside, the second run of the Web Analytics course offered through Continuum for the Spring is on hold.

Comment on Andy Grove’s Bloomberg Opinion

It’s been while since the last post, but Andy Grove recently wrote an interesting Bloomberg opinion piece called, “How to Make an American Job Before It’s Too Late: Andy Grove. It was mentioned by WebGuild, which usually offers some interesting angles to the technology business and Silicon Valley life.

MANUFACTURING VALUE. Certainly Andy Grove is a successful businessman with some very valid points about the back-end/residual value of manufacturing jobs to the broader US economy. Andy bemoans the fact that many Asian countries (and Mexico) have gained manufacturing jobs at the American economy’s collective expense. Most people would agree that this has had a generally negative effect on the US economy.

GAME THEORY. Outside of winning on philosophy, game theory tells suggests that China, India, Mexico and others beat us at our own game; the USA’s shrinking manufacturing economy and trade deficit suggests we lost a lot. It is a tricky situation because China and other countries rigged their economies to absorb more and more manufacturing business. At the same time, the US stuck to it’s libertarian free-market roots on the one-hand (pushing for free trade) but continued to tack-on more and more regulation of business (nanny-state).

The bottom-line is that this was a terrible combination that resulted in fewer US manufacturing businesses, shrinking jobs with what was left over being even more costly (outside Silicon Valley, think Detroit auto-industry). Unfortunately, as many states (California, Illinois, Michigan, New York) are now finding, you can’t collect tax revenues to fund their bureaucracies off of business and people that left or went bankrupt. Consider that it took just that – bankruptcy for GM to renegotiate with their unions.

Does eschewing those capitalist American ideas by imposing new tariffs on imported goods and new taxes on offshore operations make sense? Probably not.


DON’T THROW THE BABY OUT WITH THE BATHWATER. Rather than penalize smart businesses with higher costs and reward inefficient American companies, maybe a better approach is for the Federal government to provide more log-term incentives to build manufacturing plants in the US. In other words, change the game so that costs in the US could compete and be a much lower cost place to do business. However, that means allowing individual Americans to better control their own wages/compensation not the states, US Congress and certainly not grafty unions.

GET MANUFACTURING-FRIENDLY Many American businesses would prefer to build operations here but simply can’t afford to when they are facing global competition. Think about it: there is a reason why the non-union auto industry developed away from the politics of the Michigan economy, e.g. BMW in North Carolina and Honda in Indiana, etc…Unfortunately, the current Obama administration is already going the wrong-way way with “health-care reform.” Only by reducing the colossal HR red-tape and onerous labor laws states or counties could compete for business and WIN.

INTERNATIONAL TRADE-RELATIONS. To channel Keynes for a moment, “in the long run we are all dead.”
The US needs to play hardball with other countries when it comes to international trade negotiations. There is certainly some room for improvement there to Andy’s point; no country should be permitted to “get” without “giving”…simple quid pro quo.

START-UPS. Andy also notes the media-driven fascination with start-ups by politicians and others. Few people speak about about their tiny *real* contribution to the economy…sure they can have an impact but the vast majority fail after burning through vast amounts of capital…capital that could have been invested in businesses that are more likely to produce return. Many people and start-ups chase their tails for a long-time wasting money…this is not always apparent to journalists. Meanwhile, big companies MUST make a profit from operations (usually) in order to continue. Yet the mythical start-up and the romanticized ideas of entrepreneurship makes for good stories and dreams.

Finally, I do agree with some of the posted WebGuild responses. It seems a bit hipocritical for Andy to be wagging his finger and arguing for more government influence over the economy today, while he’s comfy retiring from massive wealth created by a less-regulated system (US in the 70s and 80s).

Maybe Andy will contribute from his Intel stock to help fund this!

File under Mismanagement

Wow. At first, I didn’t believe this but there is an actual official-looking scanned 36-page Sabotage Manual online! It closely resembles field manuals that I’d seen back at Military Channel.

  1. Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions.
  2. Make “speeches.” Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of per­ sonal experiences. Never hesitate to make a few appropriate “patriotic” comments.
  3. When possible, refer all matters to committees, for “further study and considera­tion.” Attempt to make the committees as large as possible — never less than five.
  4. Bring up irrelevant issues as frequently as possible.
  5. Haggle over precise wordings of com­munications, minutes, resolutions.
  6. Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.
  7. Advocate “caution.” Be “reasonable” and urge your fellow-conferees to be “reason­able” and avoid haste which might result in embarrassments or difficulties later on.
  8. Be worried about the propriety of any decision — raise the question of whether such action as is contemplated lies within the juris­ diction of the group or whether it might conflict with the policy of some higher echelon.

OSS Simple Sabotage Manual OSS Simple Sabotage Manual PHILLIP MCCREVICE

Sabotage thru Obfuscation…?

Skip to page 32, Section 11: General Interference with Organisations and Production.

Like many other business professionals, I studied organizational behavior (college and B-School) this is quite damning on several levels. Should definitely be used as a teaching tool!

Thx to Jason DeFillippo…

[Reposted from 6/11/08 for your Friday Stimulation Package enjoyment.]

25 Hottest Articles from Business Horizons

A great resource for business and management research.

25 Hottest Articles from Business Horizons

  1. Corporate social responsibility, corporate governance, and financial performance: Lessons from finance • Discussion

  2. The market within: A marketing approach to creating and developing high-value employment relationships

  3. China’s outward foreign direct investment

  4. The evolution of corporate social responsibility • Discussion

  5. The power of business models

  6. What leads to cultural intelligence?

  7. Social entrepreneurship: Key issues and concepts • Discussion

  8. Blogging: A new play in your marketing game plan

  9. Socially responsible entrepreneurs: What do they do to create and build their companies?

  10. Global leadership success through emotional and cultural intelligences

  11. Building a capable organization: The eight levers of strategy implementation

  12. Corporate social responsibility: Doing well by doing good

  13. Lean, take two! Reflections from the second attempt at lean implementation

  14. Strategic corporate social responsibility as global brand insurance

  15. MIRR: A better measure

  16. Positioning Southwest Airlines through employee branding

  17. Innovation and efficiency: It is possible to have it all

  18. Saying it like it isn’t: The pros and cons of 360-degree feedback

  19. Lessons learned from renewable electricity marketing attempts: A case study

  20. Unprofitable customers and their management

  21. The value of human resource management for organizational performance

  22. The landscape of social entrepreneurship • Discussion

  23. Using product design strategically to create deeper consumer connections

  24. Ownership structure and the diversification and performance of publicly-listed companies in China

  25. The new value imperative for privately held companies: The why, what, and how of value management strategy

Roosevelt Quote from 1910

It is not the critic who counts, not the man who points out how the strong man stumbled, or where the doer of deeds could have done better.

The credit belongs to the man who is actually in the arena; whose face is marred by the dust and sweat and blood;

who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions and spends himself in a worthy cause; who at the best, knows in the end the triumph of high achievement, and

who, at worst, if he fails, at least fails while daring greatly; so that his place shall never be with those cold and timid souls who know neither victory or defeat.

-Theodore Roosevelt, “Citizenship in a Republic,”
Speech at the Sorbonne, Paris, April 23, 1910