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The Catholic University of America, Zero Budget Social Media, Marketing MGT 345

March 13, 2012 | By | No Comments

An in-class presentation connecting YouTube–Blogs–Twitter–Facebook

Friends, we’re doing a live in-class demo of social media-we are tracking numbers on a student’s video. Please click on vid & RT

Professor Yoest’s Favorite Quotes

February 29, 2012 | By | No Comments

“I am determined to control events, not be controlled by them,” John Adams

Managers maximize strengths and minimize weaknesses, paraphrase Peter Drucker

We are so strangely made; the memories that could make us happy pass away; it is the memories that break our hearts that abide, Mark Twain in Joan of Arc.

A person who is excited can never throw straight, Mark Twain in Joan of Arc.

“But, the greatest of all her gifts, she has the seeing eye.” … He said the common eye sees only the outside of things, and judges by that, but the seeing eye pierces through and reads the heart and soul, finding there capacities which the outside didn’t indicate or promise…to… select its subordinates with an infallible judgment, Mark Twain of Joan of Arc.

80 percent of success in life is showing up, Woody Allen.

If you are lost — “climb, conserve, and confess.” — U.S. Navy SNJ Flight Manual

“If you get the objectives right, a lieutenant can write the strategy.” — Gen. George Marshall

Napoleon was asked, “Who do you consider to be the greatest generals?” He responded, “The victors.”

Be able to resign. It will improve your value to the president and do wonders for your performance, Donald Rumsfeld’s Rules: Advice on Government, Business & Life

From INC. magazine, February 2012, “Transformational” leaders are the most effective. Four Components:

First, learn to act like a leader; to manage your image…

Second, be inspirational… Be optimistic; no one is going to follow a pessimistic leader.

Third, know the people you are leading.

Fourth, Make them think. Make them take responsibility–but always with the positive support.

If you think you have things under control, you’re not going fast enough. — Mario Andretti, racecar driver.

On Subsidiarity Pope Pius XI said, “It is a fundamental principle of social philosophy, fixed and unchangeable, that one should not withdraw from individuals and commit to the community what they can accomplish by their own enterprise and/or industry.”

Baseball is 90% mental, the other half is physical, Yogi Berra

Stories (not ideas, not features, not benefits) are what spread from person to person, Seth Godin, All Marketers are Liars–Story Tellers

In 2003 Pharmaceutical companies spent more on marketing and sales than they did on research and development. When it comes time to invest, it’s pretty clear that spreading the ideas behind the medicine is more important than inventing the medicine itselt, Seth Godin, All Marketers are Liars–Story Tellers

America’s competitive advantage is in marketing and innovation, paraphrased Peter Drucker.

A worldview is not who you are. It’s what you believe. It’s your biases. A worldview is not forever. It’s what the consumer believes right now. Seth Godin, All Marketers are Liars–Story Tellers

The best marketers are artists. They realize that whatever is being sold (a religion, a candidate, a widget, a service) is being purchased because it creates an emotional want, not because it feels a simple need.

The best stories offer:

A shortcut

a miracle

money

social success

safety

ego

fun

pleasure

belonging

Seth Godin, All Marketers are Liars–Story Tellers

Chance favors the prepared mind, Louis Pasteur

The purpose of a business firm is not simply to make a profit, but is to be found in its very existence as a community of persons  who in various ways are endeavouring to satisfy their basic needs, and who form a particular group at the service of the whole society,” Pope John Paul II

Sales Books

Anything by David Sandler http://www.amazon.com/Cant-Teach-Ride-Bike-Seminar/dp/0788153595/ref=sr_1_3?s=books&ie=UTF8&qid=1339509606&sr=1-3 The Sandler Selling System is my favorite; here’s why: http://smallbiztrends.com/2006/10/easy-sales-the-trend-for-small-business.html

The Greatest Salesman in the World http://www.amazon.com/The-Greatest-Salesman-World-Mandino/dp/B000GR1ZXI/ref=sr_1_1?s=books&ie=UTF8&qid=1339509772&sr=1-1

The Force http://www.amazon.com/The-Force-David-Dorsey/dp/0345376250/ref=sr_1_3?ie=UTF8&qid=1339509510&sr=8-3

SPIN Selling http://www.amazon.com/SPIN-Selling-Neil-Rackham/dp/0070511136/ref=sr_1_1?s=books&ie=UTF8&qid=1339509969&sr=1-1

Yogi Berra said, “You should always go to other people’s funerals; otherwise, they won’t come to yours.”

“There are two things in life you can’t have enough of: love, and bend on the oar.” Olympian Kady Glessner quoting crew coach Dave O’Neill

“You are what you have been becoming,” unknown

“Athletes who love to train.” Justin Moore, coach, Syracuse women’s rowing when asked what was the number one factor he considers in building a team. As told to Hannah Yoest, 2010.

Marketing MKT 221 – PUBLIC RELATIONS, Northern Virginia Community College

May 26, 2011 | By | No Comments

NVCC COLLEGE-WIDE COURSE CONTENT SUMMARY

MKT 221 – PUBLIC RELATIONS (3 CR)

Course Description

Introduces public relations as a marketing activity and focuses on media relations, publicity, strategic planning, public relations research, communication with multiple audiences, and the elements of an effective public relations campaign to influence public opinion. Equips students with the basic skills for writing publicity materials and coordinating media kits. Lecture 3 hours per week.

General Course Purpose

MKT 221 is a one-semester course designed to provide students with a broad overview of the principles of public relations and an understanding of the role of public relations within an organization. Public relations are presented as a component of corporate marketing. Students will learn the public relations skills necessary to enhance the reputation of an organization, strengthen its relationships with key audiences, and enable it to deal with crises from a position of strength. Critical thinking, writing, presenting and the use of the Internet will be covered as students focus on creating and maintaining favorable relationships with their publics in an ethical manner.

Course Prerequisites/Co-requisites

Knowledge of basic computer skills and MKT 201: Introduction to Marketing which will provide an understanding of basic marketing activities.

Course Objectives

Upon completion of this course, students will be able to:

• Explain the purpose and functions of public relations.

• Distinguish between the activities of public relations, advertising, and marketing.

• Describe how public relations builds and maintains relationships and persuades public opinion.

• Give examples to illustrate how public relations has been used to mobilize public opinion and to promote change.

• Explain the importance of ethical behavior and how it relates to public relations.

• Give examples of various types of public relations a company may use.

• Successfully write a press release and develop a basic media kit.

Major Topics to be Included

• Define and describe public relations.

• Explain how organizations can effectively use public relations.

• Building relationships with the media and using the Internet.

• Building relationships with the publics served.

• Examine types and methods of creating effective public relations.

• Define publicity and examine its role within public relations.

• Review examples of ethical and unethical behavior.

• Examine research as it applies to public relations.

• Understand the role of public relations in the marketing mix.

• Produce a successful press kit including a press release.

16-Week Session

Classes begin August 22

Schedule adjustments (add/drop/swap) on NOVAConnect (open to all) August 22-28

Late Schedule Additions–in-person, permission required August 29 – September 2

Drops on NOVAConnect with tuition refund August 29-September 8

Labor Day Holiday for faculty, students and staff, Offices closed September 5

Last day to drop with tuition refund or change to audit (Census Date)** September 8

Last day to apply for Fall graduation * October 1

Non-instructional days/no classes; College offices open October 10-11

Last day to withdraw without grade penalty October 31

Non-instructional day/no classes; College closes at Noon November 23

Thanksgiving Holiday for faculty, students and staff, College offices closed November 24-25

Non-instructional days/no classes November 26-27

Last week of classes December 5-11

Final exam week December 12-19

Examinations end December 19

Alert Students: Guest Speaker, Caroline Lewis, President of Percipio Communications, 7 April 2011, The Catholic University of America, MGT 323

March 8, 2011 | By | No Comments

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Caroline Lewis

Caroline Lewis serves as President of Percipio Communications as well as Founder and President of Legalize Life International, Inc. a non-profit organization dedicated to advocacy for the dignity and beauty of human life. She is an expert in Real Life Management.

Miss Lewis will be speaking on Thursday, April 7, 2011 to the Management 323 class at 2:10 pm at The Catholic University of America in Washington, D.C..

She was a former research intern for the Institute of World Politics, a former intern and periodic guest host for Point of View a nationally-syndicated radio talk show as well as a former guest and periodic guest host with Jerry Johnson Live radio show.

Miss Lewis received a B.A. from Southern Methodist University graduating Phi Beta Kappa and Summa Cum Laude with Honors in History and minors in Political Science and Medieval Studies.

Her honors and awards also include admittance into the Order of Omega, Phi Alpha Theta, National Society of Collegiate Scholars and she was the recipient of the Stanton Sharpe Award for Outstanding Service and Academic Achievement awarded by the Clements Department of History.

Through her work at home and abroad, Caroline seeks to build a society which honors the uniqueness and dignity of the human individual through communication, love, and advocacy.

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Thank you (foot)notes,

Be sure to follow Your Business Blogger(R) and Charmaine on Twitter: @JackYoest and @CharmaineYoest

Jack and Charmaine also blog at Reasoned Audacity and at Management Training of DC, LLC.

More on Real Life Management at the jump

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Athletes, Looking For A Job? Free Seminar

February 5, 2011 | By | No Comments

On Monday 7 February 2011, 7 to 8 pm at The Catholic University of America in Washington, DC, Your Business Professor will be leading a short seminar,

From the Stadium to the Office, Applying the Skills Learned in Sports to Success in the Working World.

Please email me if you are interested in attending, Yoest@CUA.edu to hold a spot and to get directions. Seating is limited.

Here are the talking points,

Who here tonight plays what sport?

My dad walked through the front door waving a newspaper.

we learn from our defeats

Transferable skills

Track record (sports metaphor)

Ed Rollins won 164 fights lost two.

We remember and learn from our pain

Spirit Duty Maturity

The harder you work, the harder it is to surrender, Vince Lombardi

Philosopher Michael Novak speaks of this experience and of the non-experience of the non-athlete, “[The anti-athletes] seem not to live gracefully with defeat, humiliation, or complicity in weakness…They pretend more. They have been defeated less.”

How does this sports pain bring us profit in business, indeed in life?

Measurable

clock, stripped field, running lane, edge of the mat–finish line

never lost a game but ran out of time — Vince Lombardi

on time on budget

Clock on the score board on the field

clocked and compared

times and talent are measured

We are not equal to each other

Time ends

impending event NFL

urgency

Accountable

x’s and o’s on a chalk talk easy translate to labels and boxes in an org chart

Bum Philips Oilers

There are two kinds of player that aren’t worth a [darn]

The ones who never do anything they are told, and

The ones who never do anything except what they are told

Drucker

All managers do the same things

All manager work to make human strengths productive

All managers work to make human weakness irrelevant

sub coach for manager

Maximize strengths and minimize weakness

Army discipline

prompt obedience

initiation

boss has two fears

you won’t do exactly what I tell you to do

you will do exactly what I tell you to do

Team-Able

What is the number one reason people get fired?

job competence or people skills

Pull in same direction

Crew

tradition rowing 8

unit cohesion

size and time

5’10”

ergnometer times

simple to complicated.

Hannah, let us call her

not six foot 5’7″ one of the best erg times in the world but she’s short.

Coach assembles team

seat race — Hannah always wins

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Thank you (foot)notes,

Hannah Ruth Yoest, Student Athlete Curriculum Vita

Be sure to follow Your Business Blogger(R) and Charmaine on Twitter: @JackYoest and @CharmaineYoest

Jack and Charmaine also blog at Reasoned Audacity and at Management Training of DC, LLC.

Consultant’s Guide to Corporate Capabilities

January 26, 2011 | By | No Comments

corporate_capabilities011.jpg

Click on Image to enlarge.

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Thank you (foot)notes,

Be sure to follow Your Business Blogger(R) and Charmaine on Twitter: @JackYoest and @CharmaineYoest

Jack and Charmaine also blog at Reasoned Audacity and at Management Training of DC, LLC.

The Consultant’s First 14 Questions

January 26, 2011 | By | No Comments

The one word that would describe the consultant’s work to the client is value. Following are questions that the consultant is going to need addressed in any engagement.

This is also a worthy exercise for the promotion-worthy staffer and the Alert Student.

1. How do you define your business? (gov’t contractor, software developer, manufacturer?)

2. Can you describe an ideal customer? Can you describe a bad customer (assuming he is paying the invoices)?

3. Who are your competitors? Why are you better? What advantages does your competitor have? How do you stack up on the cheaper/faster/better scale?

4. What growth rate are you anticipating for the next three – five years? Why?

5. What are your three/five year profit projections? Why?

6. What are the company’s plans for expansion-New Markets-Products-Manpower-A Physical Plant?

7. How do you measure quality? What was the rate of quality improvement in the last three years?

8. How much has your company’s productivity (revenue per man-hour, value-added pr man-hour) increased?

9. If I handed you a “magic wand” that would allow you to change/fix….. what would it be?

10. Where would you like to start?

11. What are the strengths of your department/organization?

12. What are your goals in the next 12 months? Professional? Personal?

13. What are the obstacles that stand in the way of your group reaching its goals?

14. What do you need, in terms of additional resources or training, to do your job more effectively?

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Thank you (foot)notes,

Be sure to follow Your Business Blogger(R) and Charmaine on Twitter: @JackYoest and @CharmaineYoest

Jack and Charmaine also blog at Reasoned Audacity and at Management Training of DC, LLC.

John Wesley Yoest, Jr. (Jack) Adjunct Professor, Graduate Management Program, The Catholic University of America

December 10, 2010 | By | No Comments

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Jack Yoest

Photo Credit: Hannah Yoest

Jack serves as President of Management Training of DC, LLC; His consulting practice draws on his expertise in operations and sales and marketing, and senior management development. Jack Yoest is an Adjunct Professor at The Catholic University of America and an Adjunct Professor of Management in the Business Technologies Division of the Northern Virginia Community College.

In addition to his writing here at Reasoned Audacity and in Management Training of DC, Jack is a freelance writer for the Business & Media Institute. He has also contributed to Small Business Trends, Small Business Trends Radio, and The Business Monthly.

Jack has managed entrepreneurial start-up ventures, including medical device companies, high technology, software manufacturers, and business consulting companies. His assignments have included:

* Served as Chief Operating Officer of Job Accord, a multi-national human resource company with offices in New York, Washington, D.C., London, New Delhi and Bangalore;

* Partner in Global Strategies, Incorporated, advisors for international business development.

* Managed the transfer of patented biotechnology from the National Institutes of Health to his client, which enabled the company to raise $25 million in venture capital funding.

* Vice President of Certified Marketing Services International, an ISO 9000 business-consulting firm, where he assisted international companies in human resource certification.

* President of Computer Applications Development and Integration (CADI), the premier provider of software solutions for the criminal justice market. CADI dominates the market of case management software, with the largest number of installations in the world. During his tenure, Jack negotiated a strategic partnership with Behring Diagnostics, a $300 million division of Hoechst Celanese, the company’s largest contract.

* Jack also served as a gubernatorial appointee in the Administration of Governor James Gilmore in the Commonwealth of Virginia, serving as the Assistant Secretary for Health and Human Resources, acting as the Chief Operating Officer of the $5 billion budget. During his tenure in state government, Jack acted as the Chief Technology Officer for the Secretariat, where he was responsible for the successful Year 2000 (Y2K) conversion for the 16,000-employee unit.

* Served as a manager with Menlo Care, a medical device manufacturer. While at Menlo, he was a part of the team that moved sales from zero to over $12 million, resulting in a buy-out by a medical division of Johnson & Johnson.

* A former Captain in the United States Army, having served in Combat Arms and on the U.S. Armor and Engineer Board, Jack directed research and conducted testing, and recommended solutions to problems in night vision and electro-optics.

Jack earned an MBA from George Mason University and completed graduate work in the International Operations Management Program at Oxford University. His publications include “Doing Business in the Values Vacuum,” an article syndicated by Scripps-Howard News Service to over 350 newspapers worldwide, and functions as a ghostwriter for high profile managers and blogs, including Presidential candidates.

Jack competes in marathon (26.2 mile) runs, and he and his wife, Charmaine Yoest, Ph.D., live in the Washington, D.C. area with their five children (the Penta-Posse).

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Thank you (foot)notes,

Be sure to follow Your Business Blogger(R) and Charmaine on Twitter: @JackYoest and @CharmaineYoest

Jack and Charmaine also blog at Reasoned Audacity and at Management Training of DC, LLC.

Short bio at the jump.

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A Business Case Study for Business 200, Northern Virginia Community College

October 23, 2009 | By | No Comments

The Business Case Study Method permits the student or researcher to conduct a critical analysis to solve a problem or to exploit an opportunity. Or to answer a hypothetical “what if?” scenario. (In contrast to politics where hypothetical questions should never be addressed.)

There are a number of outstanding formats and templates (see below or at the jump) for organizing.

Your Business Blogger(R) as Your Business Professor prefers a simpler, story telling formula: Problem, Solution, Result. (The use of such PSRs as narrative outline are also most helpful in job interviews.)

A Problem defined is half solved. It is useful to state the problem as an inquiry (think the game show Jeopardy or Larry King or Dr. Laura, “What’s your question?”).

The subject for the content on Business Case Studies is one of my former companies. The Alert Student will also select a company where s/he worked, is working or wishes to work. Students who have first-hand knowledge or a compelling interest deliver the best case studies. Let’s start with the backgrounder.

Menlo Care, Inc. was a medical device start-up manufacturer and direct seller with an outside sales team of 35 experienced, senior, account managers in the 1980′s and 90′s. The company had a proprietary process to manufacture a new intravenous catheter. The venture was funded with $500k in seed money from Raychem Corporation where the technology was developed and spun off. The product is based on a material science of a polymer that was as rigid as Teflon when dry but became as soft and flexible as silicone when wet.

The polymer-plastic was extruded or formed into an intravenous catheter for insertion into the venous blood system.

The new technology improved patient care in a cost-effective manner. However, the new IV catheters had two major marketing concerns:

1) They were 100 times the price of the existing, nearest competitive substitute.

2) The Menlo Care products required advanced one-on-one inservice training to insert or to pass” the I.V. catheters.

At the time, Menlo Care was still operating on venture capital investment and had significant negative cash flow typical of early stage start-ups entering the marketplace.

The high “burn rate” of capital would not allow the hiring of the estimated 35 full-time instructional nurses; one teacher for each sales territory.

Nurses prefer to be taught by their peers – other nurses, not necessarily company sales representatives. Sales teams have the time intensive responsibility to peddle the product and to manage the territory logistics.

The question: How can a manufacturer teach and sell new medicine across the USA within 90 days?

The issue is an extension of the classic challenge of marketing with no money or no budget and the need for an intensive face-to-face sales process.

Menlo_Care_midline_IV_catheter_yoest095.jpg A Solution was developed from a number of options and recommendations. The final sales-education idea was an innovative combination of well-known teaching-marketing strategies reconfigured into a unique delivery process.

The answer to the problem would involve having per diem or part-time nurse clinicians conduct training classes. Each of the 35 sales representatives would identify, recruit, train, motivate and manage the advance practice nurses who were the thought and opinion leaders in the medical community (e.g., presidents of local chapters of oncology nurses, certified I.V. nurses’ associations and leaders in the home health care business). These nurses would come from the small cadre of existing users of the Menlo Care catheters. The solution was simply to hire the customers to teach.

Key nurses from a local area would be invited in for a day-long training program. The area account manager/sales representative would host the event and act as the “master of ceremonies” where the class of nurses would be taught about the new medical devices.

The hook for attendance would be the concern and the warning that local hospitals might start to see the new Menlo Care I.V. catheters on those patients who might be admitted into emergency rooms. Clinicians need to know what products are being used on patients using IV therapy in case the patient has an emergency. Especially of concern were those being treated as out-patients in the home health care market.

The attending nurses who received training and inserted a catheter on a patient became credentialed as a “Landmark Nurse” and were awarded a framed certificate and lapel pin to recognize their expertise and achievement.

(A credential can be done by private associations in contrast to a certification which is awarded by a state licensing authority. Common certifications are MD, LPN and RN.)

The Results were immediate and measurable. Sales increased from near zero to over $12 million on a yearly run rate. The product line and technology commanded such attention that a number of major medical device manufactures expressed interest.

Menlo Care, Inc, was sold in 1994 to a division of Johnson & Johnson satisfying investors and stockholders.

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Also see marketing with no budget in 10 steps.

Refer to the syllabus for length and style.

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