Gandhi CEO – A Summary - Tomorrow Trends - Tomorrow Trends
Most of the respondents favoured the names of Mahatma Gandhi, Narendra Modi But before going further, let us check out the definition given by of marketing, in terms of CRM i.e. Customer Relationship Management?. ABSTRACT. “Customer relationship management (CRM) is a business strategy to select and manage the most Mahatma Gandhi's Definition of Customer. Top Five Customer Service Metrics (Measuring Customer Satisfaction) The best tact is to quickly get on the phone with the customer to explain your company's From Gandhi, “We must become the change we want to see in the world.”.
Gandhi was not uncomfortable among the capitalists. Gandhi also distinguished between capitalists and capitalism. Society will be the poorer, for it will lose the gifts of a man who knows how to accumulate wealth.
A customer is the most important visitor on our premises | Mahatma Gandhi Quote
The rich man will be left in possession of his wealth, of which he will use what he reasonably needs and act as a trustee for the remainder to be used for society. It simply meant that everybody should have enough for his or her needs.
In a wider sense, trusteeship was a generic dynamic process that Gandhi subscribed to which governed the relationship between the strong and the weak, the rich and the poor, and the rulers and the governed.
He viewed it as the responsibility of all individuals to retain only what they need and to utilize the rest of their wealth and income for the benefit of others.
Gandhi even began practicing trusteeship while running his law office in South Africa. For Gandhi, wealthy people should not just be encouraged to act as trustees, they are morally required t o do so. This injunction served him quite well. For his desire was to alleviate the poverty he saw around him, and a nonviolent approach to equitable distribution was preferable to either state intervention or the violent means of the communists.
Even though an individual may claim that he did not cause the poverty, continuing to live in and share the fruits of society requires bearing common responsibility. This approach has a practical appeal to it.
The argument that only a few individuals following such a scheme will not make an impact on society can also be challenged. The needs of society are so great that every bit helps. Singer extends the principle to the level of the nation when it comes to giving aid to the poor nations.
For one person, giving up a second car to donate aid to a poor nation may be worth it, but it may not be for another. The utilitarian may justify the methods employed as long as it secures the desired goal. But for Gandhi, the same moral standards that apply to the ends also apply to the means.
Trusteeship for the Corporation How would the concept of trusteeship translate from the individual to the corporation? Without negating the argument a larger purpose for economic activity, Smith just folded the moral justification into the economic one. The need for the moral foundation for business arises from three areas: Thus, they have to behave in a manner that society would consider appropriate which may be greater than an existence to maximize private gain. However, several major decisions that an organization makes such as divestiture, employee layoffs, launch of new products, hiring, aggressively competing with a rival, and so on are based on a set of values.
Freeman and Gilbert argue that problems of ethics and morality emerge when different sets of values conflict because the organization is faces with the question of how it should act on that issue.
I believe that tan organization being clear about its ethical and moral foundations would make it easier for making decisions and understanding its future.Introduction to CRM - Customer Relationship Management Systems - Class
Theories of morality usually developed at the level of the individual need to be qualified when applied to the corporation. Thomas Donaldson suggests that the corporation. To qualify as a moral agent, would have to institute a process of moral decision making.
This would require to satisfy two criteria: Thus, the principles trusteeship need to be reflected in the policies, systems, and procedures of the procedures of the organization that guides its functioning. One example would be to embody trusteeship in the statement of the mission of the organization. When the organization demonstrates use of its mission in its critical decisions that would assure us that the organization has followed a principle of trusteeship.
It would be difficult to find clear evidence of trusteeship intent followed by behavior by relying on published information that usually presents an incomplete picture of organizational behavior and decision making practices.
Working under limitation, some cases illustrate organizations attempting to work on similar values. Sustained growth in shareholder value may be the end result, but it cannot be the sole purpose. The purpose of any company boils down to one thing: This company was started by two avant grade entrepreneurs in since acquired by the Unilever Group in At the start, the company decided that apart from making good ice cream and making a profit, they would strive to improve the quality of life in the broader community through a social mission.
One of their policies included limiting limiting the salary of the top manager to a multiple seven of the lowest paid employee.
After a few successful years, this rule was perceived to be a stumbling block when the organization started looking for an experienced CEO to sustain their growth in the face of serve competition. Ultimately, this principle was given up. While these two cases may not be complete examples of trusteeship, they suggest the possibilities for organizations that want to move in that direction.
Trusteeship goes beyond our existing notions of stewardship, philanthropy, and social responsibility. Stewardship aims for collectivism and relies on trust and higher values in the running of an enterprise. Philanthropy involves making a contribution to activities that are involved in good works, and hence is an expression of support and encouragement. Neither does it provide constraints on decision making.
Social responsibility stipulates that corporations need to recognize their responsibility towards society and to act accordingly in a responsible manner. Company policy should also be tested against real individuals. Seeking the truth involves embracing transparency.
While each individual and organisation must maintain a certain amount of confidentiality, as a management strategy, secrecy is counterproductive as it undermines trust and raises suspicion. It also discourages people from feeling that they have any significant stake in the enterprise.
In contrast, transparency builds trust and invites a sense of ownership among everyone in the organisation. Gandhi ensured that everything he did was an episode in what he called open rebellion and each act of civil disobedience was public. Each organisation should review their policies with an eye toward introducing full transparency wherever possible.
While leadership does often require compromise, every CEO and manager must stake out the areas on which there can be no compromise. This involved motivating people for maximum effort in situations that offer the highest stakes, the greatest risks and the greatest opportunities.
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He proved that a single person can bring change, and that even great change begins with a single person. If you mean to make a difference in the world, you cannot wait for others to begin the change or wait for the changes to become widespread.
Begin the project with yourself — and begin now. As a leader you also need to learn to harness the energy of imperfection. Imperfection is what moves you and your enterprise toward the goal and drives every worthwhile endeavour, so while you set perfection as your goal, recognise and nurture the power of imperfection as a motivating tool.
Satisfaction is a dangerous thing for dynamic enterprises. It is far better to stay dissatisfied and recognise that true satisfaction lies in the effort rather than the attainment. Reward the members of your team for their hard work while you build greater challenges for them to keep them striving forward. You also need to realise that time is the one absolute commodity. Gandhi saw a waste of time as a tragedy as it squandered our most precious resource.
However, there are junctures when the survival of the business is at stake and in which nothing less than maximum effort is likely to prevail.
Save your calls for absolute commitment and total dedication for these times alone. The Genius of noncooperation Gandhi understood that the authority of the government came from the consent of the governed, and that if the people turned their backs on the government, it was worthless.
Voluntary cooperation is required and it is the task of the CEO and manager to secure it day to day. Cooperation must be earned. Leaders need to realise that authority alone is insufficient to create cooperation throughout an organisation. Full, effective cooperation can only be given and not demanded or taken. Leaders need to understand that their authority only goes so far. High levels of organisational performance require cooperation that must be earned by respecting staff members, engaging with them, challenging them, rewarding them and listening to them.
The autocrat or tyrant who forces obedience only gets forced compliance. This coercion must be continually maintained with force. Only an organisation built on voluntary compliance is built to endure and prosper. In business, when offered a bad choice, choose nothing. Turn away the choice and start walking. If you are pursued with a better offer, consider it, but if not, find another deal partner. The most powerful bargaining chip you have is your presence at the table.
Withdraw it and you have made a powerful statement. For Gandhi, laudable ends never justified violent means because such means contaminated even the noblest objectives. Gandhi believed that the ends cannot justify the means. In the business context, leaders lead for change but should take great pains to ensure that the proper instruments of change are employed.
Deception, fraud and intimidation cannot bring about healthy, ethical, enduring change. Such contamination will destroy any benefit that the desired end might otherwise have offered. Give Everyone a Stake Gandhi campaigned for universal equality. That way everyone will feel a commitment to you and your organisation. In this regard everyone deserves to be treated with respect. Assume universal equality and demonstrate the same respect for everyone with whom you interact. It is also important for leaders to structure the organisation in ways that honour the value of all the work to be done.
An effective manager ensures that each worker understands how that task contributes to the company. The best run companies are characterised by individual pride and satisfaction in doing excellent work toward common goals that pervade the entire organisation. Gandhi advised his followers to regard any institution in which they were involved as a family. In the same way, business leaders should regard the members of the enterprise as a family in the sense that each member has his own life and own role to play, but all are united.
In any business, the wellbeing, livelihood and future of each member is dependent on the performance, behaviour, caring and good faith of all.
A company can only achieve uncommon excellence by bringing together uncommon people for a common purpose. As Gandhi did, the leader of a company needs to find ways to give the members of the organisation a common identity without sacrificing the unique talents, experience and perspectives of individual employees. He held that the will of the majority should not cancel the vote of the minority. However, where there is no principle involved and there is a programme to be carried out, the minority has got to follow the majority.
If there is a principle involved; the thoughts of the minority should be taken into account.
A customer is the most important visitor on our premises | Mahatma Gandhi Quote
In this way dissent can be valuable to an organisation and should be heard and evaluated as it provides a valuable additional perspective on majority decisions. Each perspective enhances a decision. Leaders should also be inflexible about goals but flexible about the methods used to achieve them. The goals of the organisation are absolute, but the process and style of how to get there can be the function of individual personality, attitude, strengths and weaknesses.
Tolerate nothing less than excellence, but open the organisation to the greatest possible tolerance for the range of personal processes that achieve excellence. Learning and Experience Gandhi came to understand that education and experience can be both liberating and confining. For him, managing beneficial change depended on knowing what knowledge to use and what knowledge to look beyond, modify or reject entirely.
Early on Gandhi learned that rich experience of practical affairs is more important than education. Service Level — For call centers, support, and service desks, first call resolution is the Holy Grail. For a shipping operation, product delivery and project implementation, on-time performance is the measuring stick. In a high transaction business, the first interaction with a customer will be a key determinant of whether the customer will return. Use this metric to understand who is at risk at contract renewal time.
Monitoring Repeat Business is going to help non-SaaS businesses understand how sticky their product or service is for their customer base. You should know which customers are using or buying different parts of your business. These customers who buy throughout your offerings are perhaps your most important customers to focus on for your retention strategies.
What is your Response goal — within X hours? Set one and achieve it. You should know what your competition is doing and beat their goal. Want to really blow away a customer and cement your relationship?