Parrots, I’m told, cannot fly very long distances. I’ve seen wild parrots from my secondary school days in India (not seen them much, except in captivity on my recent visits). I have never seen parrots while I was in Malaysia where I was born and lived until 1969 and then worked, from 1982 to 1987.
Of all places, I noticed parrots in what seemed migratory flocks of scores flying by in batches, as the sun set in the winter of 2007 in Dubai. They were flying in formation, one flock after the other, with the occasional stray frantically finding its way, but more or less in the same direction, led by instinct. Perhaps the first time I noticed them in my 20 years in the United Arab Emirates. There were hundreds, maybe thousands of them, parrots, flying far above my apartment balcony, as I sipped on my single malt.
I remember at the time, I had pointed the birds out to my wife, but she observed them far above in the fading light for a few seconds, but refused to believe they were parrots.
Well, now I am sure they were parrots.
It’s the beginning of winter 2008 in Dubai, and flocks of similar green parrots are flying in the same direction above my apartment window where I am nestled, sipping my third double vodka and red orange (some things never change, like the parrots). However, like me having migrated from single malt to vodka, some of the batches of parrots seemed to be flying at lower altitude. This permitted me to determine they are indeed parrots; green hue, long, slightly sagging tails, familiar bird calls… I could hear even their cousins (our two pet budgerigars) answering their cries. Wish I had released the budgies at that point, but they wouldn’t last the approaching summer, I thought. Charitable, conscientious human, ignoring who it was that imprisoned them in the first place!
So what’s the lesson?
No life-changing, ingenious, business leadership pointers here. I enjoyed watching every single flock of the parrots fly by as the sun set in Dubai and, continued to my 7th or 8th vodka and red orange (can’t remember how many). Following that, I had one of the soundest, most relaxing six hours of sleep I have had since 1982.
Saturday, November 29, 2008
Thursday, November 27, 2008
SMEs are the new growth sector. Back to how it all began. And more...
There are many economists and business gurus pointing to SMEs as the new growth sector in these troubled times. Why? Simple… because the financial models to which we have been accustomed for the last few decades do not work anymore.
There’s rediscovery in progress.
Technology and new-media savvy individual entrepreneurs are repainting how business works. Remember? That’s how it all started; mom and pop shops, someone who started a computer company in a garage, top investor and role-model who delivered newspapers in his neighborhood at one time. Back to the hard working, innovative, ambitious people with determination who built the business world as we know it today.
Out with the financial behemoths, speculators, consultants and ‘experts’ who do nothing more than cook-up more and more creative ways to hide the fact that they were backing thin air. But hang on a second, some ground realities have changed in the way SMEs can benefit from the lessons, and in the process, succeed.
Thanks to Web 2.0 (or Web 3.0 as you may feel fit to describe it) the way small business is done is changing, faster than we can even venture to say the word, ‘recession’.
More about that later.
In the next two weeks I will be announcing something tangible for aspiring SMEs, those with the ideas that can make a difference, individuals who have aspirations to lead the world into a better future, stake-holders of convincing new business proposals… how about micro-credit for SMEs…
Credible and clean private equity investments are available for SMEs… watch this space for the announcement… have patience…
There’s rediscovery in progress.
Technology and new-media savvy individual entrepreneurs are repainting how business works. Remember? That’s how it all started; mom and pop shops, someone who started a computer company in a garage, top investor and role-model who delivered newspapers in his neighborhood at one time. Back to the hard working, innovative, ambitious people with determination who built the business world as we know it today.
Out with the financial behemoths, speculators, consultants and ‘experts’ who do nothing more than cook-up more and more creative ways to hide the fact that they were backing thin air. But hang on a second, some ground realities have changed in the way SMEs can benefit from the lessons, and in the process, succeed.
Thanks to Web 2.0 (or Web 3.0 as you may feel fit to describe it) the way small business is done is changing, faster than we can even venture to say the word, ‘recession’.
More about that later.
In the next two weeks I will be announcing something tangible for aspiring SMEs, those with the ideas that can make a difference, individuals who have aspirations to lead the world into a better future, stake-holders of convincing new business proposals… how about micro-credit for SMEs…
Credible and clean private equity investments are available for SMEs… watch this space for the announcement… have patience…
Tuesday, November 25, 2008
Those who build can't destroy; those who destroy can't build
There are two types of employee or partner. One who builds and one who destroys. One cannot be the other. That’s human nature. You can never have an ideal mix of the two. Don’t even bother trying. You need both builders and destroyers to achieve your ultimate goals. You have to be the balance between the two.
Everyone likes builders, but no matter how much you try, they cannot be destroyers, not even for a minute. They will just make a mess of everything trying, because they also have other qualities like loyalty and conscience.
Nobody really likes destroyers. But they seem amiable, agreeable to any situation, in-control and confident, qualities on which other employees like to rely. Use destroyers well. They don't mind.
When you have reached the state of business affairs when you need to take the step from small to medium or leap directly from small to large, you need both kinds. Builders and destroyers.
Destroyers have a tendency to migrate to whatever comes next when they get bored destroying. Then they turn their attention inwards at what they are supposed to be protecting. Keep the destroyers well-remunerated on ad hoc tasks. Never ever tell them more than they need to know. Never teach them everything you know.
If one destroyer leaves, get another. They are easier to find than builders.
Everyone likes builders, but no matter how much you try, they cannot be destroyers, not even for a minute. They will just make a mess of everything trying, because they also have other qualities like loyalty and conscience.
Nobody really likes destroyers. But they seem amiable, agreeable to any situation, in-control and confident, qualities on which other employees like to rely. Use destroyers well. They don't mind.
When you have reached the state of business affairs when you need to take the step from small to medium or leap directly from small to large, you need both kinds. Builders and destroyers.
Destroyers have a tendency to migrate to whatever comes next when they get bored destroying. Then they turn their attention inwards at what they are supposed to be protecting. Keep the destroyers well-remunerated on ad hoc tasks. Never ever tell them more than they need to know. Never teach them everything you know.
If one destroyer leaves, get another. They are easier to find than builders.
Sunday, November 23, 2008
Employ relatives? I take back my earlier comments. Please, oh please... employ your husbands and wives.
If your wife/husband does not work or run an alternate business, she/he is probably doing a great job taking care of the children and the home. Or so you’d like to think. Wives/husbands do not like being left out of the income chain, no matter how critically they contribute to holding the ship above water at home. No matter how much you try to convince them they are doing a wonderful job. They must be part of the revenue chain for you to succeed. Otherwise you are in deep trouble, without having a clue for years from where the trouble is coming.
Here are a few examples of what your wife/husband may decide/do while you’re hard at work (clueless) building your small business. Warning: it may take you years to realize what’s really happening.
A)You are involved emotionally with one of the men/women you employ.
B)You have a hidden partner of the opposite sex on whom you are spending most of your income
C)You are re-investing on everything (like your small business) except your own family
D)You are definitely hiding part of the income in case there’s a divorce
E)You are sending unaccounted money every month to your mother
F)“When was the last time you took us out?” (forget the fact any suggestion to go out is always scuttled skillfully)
G)The last relative you employed against your own policies was actually engineered by your wife/husband, though you didn’t have a clue at the time
H)Your own family are suddenly behaving like you are an acquaintance
I)Your long-time friends and associates know more than you’ve ever told them
Sorry, I can’t tell you more. All these happened to one of my small business compatriots, who owns a successful enterprise in Dubai. If I tell you more, some of you would know who it is. Identities are always protected in this blog.
Cheers!
Here are a few examples of what your wife/husband may decide/do while you’re hard at work (clueless) building your small business. Warning: it may take you years to realize what’s really happening.
A)You are involved emotionally with one of the men/women you employ.
B)You have a hidden partner of the opposite sex on whom you are spending most of your income
C)You are re-investing on everything (like your small business) except your own family
D)You are definitely hiding part of the income in case there’s a divorce
E)You are sending unaccounted money every month to your mother
F)“When was the last time you took us out?” (forget the fact any suggestion to go out is always scuttled skillfully)
G)The last relative you employed against your own policies was actually engineered by your wife/husband, though you didn’t have a clue at the time
H)Your own family are suddenly behaving like you are an acquaintance
I)Your long-time friends and associates know more than you’ve ever told them
Sorry, I can’t tell you more. All these happened to one of my small business compatriots, who owns a successful enterprise in Dubai. If I tell you more, some of you would know who it is. Identities are always protected in this blog.
Cheers!
Saturday, November 22, 2008
So you want a multiracial, multicultural SMALL business. Nice try!
I once employed a particularly talented Malaysian head of operations in my advertising agency. He was selected by me personally, after having placed an ad and having gone to Malaysia to interview those on the shortlist. Thanks to my old ‘friend’ in the PR and media business (a Malaysian of Indian origin) whose staff met the candidates and prepared the shortlist. I interviewed those of Indian, Eurasian, Chinese and other origins. Malaysia is a wonderful, peaceful multiracial country! I picked the one I felt was the best; a Malay Malaysian. Some Malaysians are of the opinion Malay Malaysians are privileged and do not need any further encouragement. Well, that’s another immense subject on its own. I am sure I picked the best candidate amongst the 15 shortlisted, thanks to my old friend!
When my head of operations joined the company, I already had staff from The Philippines, Central India, Southern India, Eastern India, Poland, Lebanon and Syria in my little advertising agency of 13. Even a UAE National part time office administrator for a while. It made me proud. It made me even prouder that my clients were of equally diverse nationalities.
However, there were many racists within and outside my agency who were not happy about the situation. “How dare this little Indian POS not employ more Indians? Who the hell does he think he is?”
My Malaysian Malay operations head’s younger brother came visiting to Dubai. I happened to meet him. Smart, younger brother. When I mentioned my assessment, my head of operations suggested I employ his brother as well. Now, I do not employ relatives in my business. So I recommended his brother to a particularly large advertising agency group with which I was well connected. I am to this day.
Our candidate was given an appointment by the agency’s HR Director, with whom I was not familiar. How would I know the HR person? I never needed to meet an HR person to get a job. Frankly, I am glad I am still not familiar with that particular individual.
Our candidate returns from the interview, completely deflated. He refuses to tell me what happened. I am not one to accept emotional display of any sort without explanation, so I prodded him into divulging the sordid details. Surprise! He was asked by the HR Director why they needed to hire a Malaysian when plenty of Indians were available just a short flight away. He was not told they would review and revert (hate that word!), or that they would keep his file in file, or that he was not suitable for any opening, or that they did not like the fact that he was recommended… I can think of a hundred different ‘HR’ terms to convey ‘No’.
To set the record straight, I am a Malaysian of Indian origin. I was born in that country in 1958 and automatically granted citizenship, by law. My parents, brothers and I had a wonderful life in Malaysia, driver, gardener, maid in tow. We were completely spoiled. The reality around us was quite different, but we did not notice. I do not like suppression, racism and religious intolerance of any kind, no matter from where the practitioners come.
Fact is, the worst instances of racism I have encountered are between Indians themselves. I am of Indian origin. I lived in South India for 11 years. I didn’t understand then. India is too big. I’ve lived in the UAE for 20 years. I know now for sure. Intolerence between Northern Indians and Southern Indians, between Gujaratis and Punjabis, Sindhis and the rest of the Indians, Malayalis and Kannadigas, Biharis and the rest of the Indians down south. It’s clear in Dubai. 1.2 Million (no idea what the latest figure may be) Indians and 50 square kilometers of pure, unadulterated and concentrated racism.
Who are the least racist, most multicultural, most religiously tolerant and ingenious of all? The few hundred thousand citizens of the country who inhabit the United Arab Emirates, as outnumbered as they may seem.
When my head of operations joined the company, I already had staff from The Philippines, Central India, Southern India, Eastern India, Poland, Lebanon and Syria in my little advertising agency of 13. Even a UAE National part time office administrator for a while. It made me proud. It made me even prouder that my clients were of equally diverse nationalities.
However, there were many racists within and outside my agency who were not happy about the situation. “How dare this little Indian POS not employ more Indians? Who the hell does he think he is?”
My Malaysian Malay operations head’s younger brother came visiting to Dubai. I happened to meet him. Smart, younger brother. When I mentioned my assessment, my head of operations suggested I employ his brother as well. Now, I do not employ relatives in my business. So I recommended his brother to a particularly large advertising agency group with which I was well connected. I am to this day.
Our candidate was given an appointment by the agency’s HR Director, with whom I was not familiar. How would I know the HR person? I never needed to meet an HR person to get a job. Frankly, I am glad I am still not familiar with that particular individual.
Our candidate returns from the interview, completely deflated. He refuses to tell me what happened. I am not one to accept emotional display of any sort without explanation, so I prodded him into divulging the sordid details. Surprise! He was asked by the HR Director why they needed to hire a Malaysian when plenty of Indians were available just a short flight away. He was not told they would review and revert (hate that word!), or that they would keep his file in file, or that he was not suitable for any opening, or that they did not like the fact that he was recommended… I can think of a hundred different ‘HR’ terms to convey ‘No’.
To set the record straight, I am a Malaysian of Indian origin. I was born in that country in 1958 and automatically granted citizenship, by law. My parents, brothers and I had a wonderful life in Malaysia, driver, gardener, maid in tow. We were completely spoiled. The reality around us was quite different, but we did not notice. I do not like suppression, racism and religious intolerance of any kind, no matter from where the practitioners come.
Fact is, the worst instances of racism I have encountered are between Indians themselves. I am of Indian origin. I lived in South India for 11 years. I didn’t understand then. India is too big. I’ve lived in the UAE for 20 years. I know now for sure. Intolerence between Northern Indians and Southern Indians, between Gujaratis and Punjabis, Sindhis and the rest of the Indians, Malayalis and Kannadigas, Biharis and the rest of the Indians down south. It’s clear in Dubai. 1.2 Million (no idea what the latest figure may be) Indians and 50 square kilometers of pure, unadulterated and concentrated racism.
Who are the least racist, most multicultural, most religiously tolerant and ingenious of all? The few hundred thousand citizens of the country who inhabit the United Arab Emirates, as outnumbered as they may seem.
Thursday, November 20, 2008
Small business is the best training ground for employees. But remember you are not a charity until your business can afford it.
If you have ‘charity’ in-bred as part of your family history, remember it is better to sponsor a particularly smart orphan. Orphanages and charities are easier to find, whichever your country of origin; much easier to find than reliable employees in Dubai.
As a small business owner you tend to employ those you think have the most potential but have not had the opportunity to prove their capabilities. You are big-hearted because that is they way you came up in life. You think those you employ will appreciate the training and one-to-one crash course you provide and, stay with you for at least a reasonable period of time, like 12 months, without causing irreparable harm to your company. You also think it is your calling in life to impart knowledge to those you pick up along the way.
Think! Think again! Use your experience! If you are employing, do not put emotions before the fact that you have a budget, and that you need a reasonably experienced person who will not need to rely on you, beyond reasonable need, to learn the ropes.
Let me give you an example. I advertised for a senior account manager position in my advertising agency, with above the industry-standard remuneration in mind. Anyone worth the position will check my company’s background. In a small place like Dubai, they will find many to offer opinions. Opinions abound. Expatriates fall over each other to offer their opinions. Opinions from colleagues in large agencies where I have previously worked, opinions from the powerful media with whom my agency has dealings, worse still, my advertising agency’s previously well-trained employees and partners working in the top agencies in town...
One particular chap from the logistics industry who replied to the ad I placed, came to see me after I had whetted him on the phone a number of times. I knew he was not material that would be of use to me immediately without several months training. He knew that too, since he was briefed in detail by my business and industry acquaintances who sent him to me (they think I do not know, until this day).
I grilled him at the first meeting, for a change. He soon told me he was at the interview because he was told by ‘reliable sources’ that my advertising agency was the best first step to move ahead in the advertising business. “Within three months you will know all you need to know to succeed in the advertising business in Dubai,” they told him. He confessed that to me, so I employed him. Even with that heart-to-heart, he resigned in one month because he was planted in my agency and, more importantly, he knew I knew.
More juicy revelations to follow…
As a small business owner you tend to employ those you think have the most potential but have not had the opportunity to prove their capabilities. You are big-hearted because that is they way you came up in life. You think those you employ will appreciate the training and one-to-one crash course you provide and, stay with you for at least a reasonable period of time, like 12 months, without causing irreparable harm to your company. You also think it is your calling in life to impart knowledge to those you pick up along the way.
Think! Think again! Use your experience! If you are employing, do not put emotions before the fact that you have a budget, and that you need a reasonably experienced person who will not need to rely on you, beyond reasonable need, to learn the ropes.
Let me give you an example. I advertised for a senior account manager position in my advertising agency, with above the industry-standard remuneration in mind. Anyone worth the position will check my company’s background. In a small place like Dubai, they will find many to offer opinions. Opinions abound. Expatriates fall over each other to offer their opinions. Opinions from colleagues in large agencies where I have previously worked, opinions from the powerful media with whom my agency has dealings, worse still, my advertising agency’s previously well-trained employees and partners working in the top agencies in town...
One particular chap from the logistics industry who replied to the ad I placed, came to see me after I had whetted him on the phone a number of times. I knew he was not material that would be of use to me immediately without several months training. He knew that too, since he was briefed in detail by my business and industry acquaintances who sent him to me (they think I do not know, until this day).
I grilled him at the first meeting, for a change. He soon told me he was at the interview because he was told by ‘reliable sources’ that my advertising agency was the best first step to move ahead in the advertising business. “Within three months you will know all you need to know to succeed in the advertising business in Dubai,” they told him. He confessed that to me, so I employed him. Even with that heart-to-heart, he resigned in one month because he was planted in my agency and, more importantly, he knew I knew.
More juicy revelations to follow…
Tuesday, November 18, 2008
An Unforgettable Small Business Experience
In 1997 my little advertising agency in Dubai was awarded the Qatar Airways launch account in the United Arab Emirates, Saudi Arabia, Bahrain and India.
My little advertising agency had a visualizer (these days known as a graphic designer), a finishing artist (these days often confused with computer operators), a junior client services executive, and a chap (wish I could remember his name) to look after print production. Then there was my financial partner, and oh, let’s not forget, me leading the shop while tripling as creative director, copy writer and head of client services.
We had 12 days to get everything done for Qatar Airways. 12 days to get the advertising layouts in three languages approved, booked and released in three GCC countries and India. Precisely the same 10 days (no more) to put together the PR campaign for South India; pre-launch press releases, press conference, press invitations, hotel bookings, press kits, familiarization trip for GCC journalists… can’t remember all the little details. All these with my little advertising agency based in Dubai, United Arab Emirates while the client’s sole approving authority is located in Doha, Qatar. I did get complimentary first class travel to make up for the geographical gap.
Everything was going like clockwork, though my team and I had to put in several nights of sleep deprivation.
I must warn you at this point. What I have related so far is not the ‘unforgettable’ experience I have been threatening to unveil. Please be patient, stay with me.
The day comes when I have to catch my flight to Trivandrum, India (48 hours prior to the launch flight of Qatar Airways to Trivandrum and the press conference on arrival of the flight). I naturally choose the last flight (Air India) from Dubai to Trivandrum since I was carrying all collateral required for the press conference. Some items like banners and press kits were expected to be delivered by the printer at the last minute, as usual. Every one needs their moment of glory.
Now here starts my ‘unforgettable’ experience (times indicated may not be accurate, please note all this happened 11 years ago):
DUBAI – 48 HOURS PRIOR TO THE PRESS CONFERENCE
10am:
client calls and wants me to carry 10 Longines watches to be gifted to friends of the airline in India. I accept, knowing fully well, that luxury watches carried into India more than one at a time, are controlled by severe import penalties like confiscation, in the absence of a prior permit.
2pm:
I brief my client services executive on last minute details. He is accompanying the journalists on the familiarization trip on the launch flight the next day. He has a big job with 40 journalists of various nationalities having confirmed. Client has already arrived at the destination the previous night on another airline and will be at the press conference.
4pm:
All set, so I go home with the conference material to pack my travel cases and, for some shut eye before the flight at 8am the next day. Scheduled time of arrival in Trivandrum: 1.30pm on the day before the press conference. Scheduled time of the press conference: 10am on the day following my arrival.
1am:
Finished packing. My bathroom scales show the baggage is 90 kilos, allowed weight is 20 kilos. So what! I have the budget to pay for even excess baggage, thanks to a great client.
6.30am to 9am:
I’m at the airport. All flights cancelled due to heavy fog. There is no sign or news of my Air India flight that’s supposed to arrive from Muscat and fly on to Trivandrum with me onboard. Desperate enquiries. Calls to friends in the airline business. No luck. Act of God. Fog. “Don’t know when flights can resume,” an airline friend tells me. “Go home, I’ll call you.”
DUBAI – 24 HOURS PRIOR TO THE PRESS CONFERENCE
9.05am to 2pm:
Panic! Calls to India. Calls to financial partner. Calls to everyone except the client. Can’t let the client know we have a problem, can we? Act of Man or God notwithstanding. Calls to airlines to check alternate flights! “Sorry, no flights, fog.”
2.10pm:
“Flights have resumed,” an airline friend calls me to break the news. I promptly call Air India and learn that my flight will arrive from Muscat around 3.30pm and depart to Trivandrum at approximately 4.30pm. Great news! I’ll make it to the press conference with several hours to spare. Remember readers, I am carrying with me all the press kits, banners, collateral and giveaways for the press conference. I rush to the airport.
5.15pm:
I am on board my Air India flight, but for some odd reason we have taxied only a few meters for take off, the aircraft having come to a complete halt for the last half hour.
5.30pm:
We are still parked on the tarmac. I can hear the normally ‘all-suffering’ passengers with me in economy class beginning to complain to each other, anger building. I stay very quiet, unaffected, lest my voice, added to the others, grounds the flight completely. I shut my eyes and said a prayer for all small business owners in the world.
5.40pm:
“This is the captain. I am sorry, as per IATA regulations, your current crew has exceeded the maximum allowed flying time without rest. We will not be taking off. All passengers will be accommodated in another Air India flight departing to Bombay in an hour’s time, to catch the next available domestic flight from Bombay to Trivandrum.” No apologies, no explanation for the last hour the aircraft was stationary on the tarmac with all passengers on board. My heart almost stopped beating.
6pm:
“When is the connecting flight from Bombay to Trivandrum?” I thought I was thinking it, but I clearly wasn’t. I looked around, from the eyes trained on me, I realized it had screamed the question. It was the first I had spoken so far in some sort of protest. A particular stewardess who I had earlier made small chat with and, who was standing near me, said, “Don’t worry sir, there is only a 10 hour transit time in Bombay for the connecting flight to Trivandrum… we are providing accommodations.” I sit there deciphering what she had just told me. I’ll be in Trivandrum around 4 hours after the press conference is scheduled to start. Panic!
6.15pm:
There’s mayhem on the aircraft. Passengers refusing to get off the aircraft. Passengers arguing with any crew they can find. First class passengers peeking in and assessing the situation to decide if they should participate in the protests. A visibly tired crew trying their best to pacify everyone. “We demand to see the captain,” a voice rises above the others. Several people start shouting and thumping the overhead luggage compartment. No sign of the captain, except a vague threat over the PA system to use airport security on us. No one in the aircraft seemed to hear or care.
6.30pm:
It took me exactly 15 minutes to see the light. If this standoff between crew and passengers continues, I will most definitely not get to my press conference on time. Worse still, we could all get detained for causing a threat in an airplane or something like that. What have I learned in all those years practicing advertising and PR? Put it into use, idiot!
6.35pm:
I rose from my seat, walked over to the cabin crew who were by now gathered, worried, between the economy and business class sections. I approached the stewardess who had earlier chatted with me, put on my best PR disposition and say, “Looks like this is getting ugly, you guys need a rest and the passengers need to fly… would you let me see what compromise can be arranged?” She looks curiously at me, “I’ll check with the captain.” I say, “Right, you do that while I see what I can do to calm the passengers.”
6.45pm:
The captain finally emerges with the stewardess and I, desperate to keep him from getting lynched and spoil my manipulation of both parties to reach my destination on time, rush towards him and convince him to return to his cockpit for a few minutes.
6.55pm:
Things are moving fast. I’m with my friends in economy class. “Would you guys be willing to cooperate with me if I can arrange a better alternative?” They agree. I had no idea what that alternative could be, but I needed to move quickly. Back to the crew. “You are extremely patient, a better crew than any I have experienced in my years of flying, but the other passengers don’t care, any alternatives you can come up with?” They stare at me in silence. I add, “How about a short rest in Dubai and then continue with the flight?” Now, where did that come from?
7.15pm:
“Okay, we have consulted with the captain and we can fly on to Trivandrum after a 6-hour rest. We can depart around 2.30am in the same aircraft.” I cheer loudly, others join in. I chant, “Air India, Our Airline”, others join in, including our compatriots from first class.
2.30am
The flight departs as promised, but the experience has not ended for me. Remember the Longines watches I am carrying?
TRIVANDRUM, INDIA – DAY OF THE PRESS CONFERENCE
8.30am:
I’m through immigration in Trivandrum! Finally! There’s still time to get to the hotel for the conference and prepare things. “Anything to declare?” a customs officer barks at me. “A few watches to be given as gifts at the press conference of the Qatar Airways launch flight arriving in this airport as we speak…” He cuts me off in mid speech, and points me towards a customs counter to declare my deepest feelings.”
9am:
One hour to go for the press conference to begin and I’m still at the airport! I’m a mess, tired, harassed and worse still, my nice new Italian suit is still in the bag. Oh, to hell with impressions. I need to get out. Quick. “Are you a smuggler? You have 10 watches in your baggage,” claims the top customs person in charge, before whom I am brought. “As I said many times to your officers, these are gifts for the launch of the press conference of the first Qatar Airways flight that has already arrived at this airport,” I venture. “Besides, I need to be at the conference in 30 minutes, so please let me know how much duty to pay and let me go.”
9.15am:
I’m still at the airport. “We don’t seem to have this brand of watches on our list to be able to calculate duty. How much is the cost price?” asks an officer. “Around Indian Rupees 20,000 each,” I suggest, when the actual figure is closer to Indian Rupees 75,000 each. Success! I pay duty on the cost price I suggested and am out of the airport.
10.15am:
The Group General Manager of Qatar Airways and his entourage walk in, followed a few minutes later by a smattering of members of the press as I am just putting finishing touches in the conference hall. Thank God the press is always late.
THE CAST:
GCC: Gulf Cooperation Council; an economic and political bloc combining the United Arab Emirates, Qatar, Saudi Arabia, Kuwait, Bahrain and Oman.
Qatar Airways: one of the world’s top and fastest growing airlines.
Trivandrum: now known as Thiruvananthapuram, Capital of Kerala State, South India; still a top revenue earning destination airport for passenger carriers in the GCC.
Qatar Airways Group General Manager: a wonderful client who had no qualms about thanking his advertising agency for a difficult task well done.
Air India Crew: a nice bunch. I ran into my ‘favorite stewardess’ at the hotel where we were having the press conference. She and her friends had 4 days off to crew the next flight after that particularly bad incident. She says, “Hi there, what are you doing here?” I said, “That’s a long story, which I will explain when we meet next.” I quickly fled to immerse myself in the pressing tasks at hand.
Economy Class Passengers: where would I be without them?
Financial partner: I’m free of the yoke.
Client Services Executive: never heard from him again after his pleasure trip with the journalists on agency account, in style, first class all the way, with spending money in cash.
My little advertising agency had a visualizer (these days known as a graphic designer), a finishing artist (these days often confused with computer operators), a junior client services executive, and a chap (wish I could remember his name) to look after print production. Then there was my financial partner, and oh, let’s not forget, me leading the shop while tripling as creative director, copy writer and head of client services.
We had 12 days to get everything done for Qatar Airways. 12 days to get the advertising layouts in three languages approved, booked and released in three GCC countries and India. Precisely the same 10 days (no more) to put together the PR campaign for South India; pre-launch press releases, press conference, press invitations, hotel bookings, press kits, familiarization trip for GCC journalists… can’t remember all the little details. All these with my little advertising agency based in Dubai, United Arab Emirates while the client’s sole approving authority is located in Doha, Qatar. I did get complimentary first class travel to make up for the geographical gap.
Everything was going like clockwork, though my team and I had to put in several nights of sleep deprivation.
I must warn you at this point. What I have related so far is not the ‘unforgettable’ experience I have been threatening to unveil. Please be patient, stay with me.
The day comes when I have to catch my flight to Trivandrum, India (48 hours prior to the launch flight of Qatar Airways to Trivandrum and the press conference on arrival of the flight). I naturally choose the last flight (Air India) from Dubai to Trivandrum since I was carrying all collateral required for the press conference. Some items like banners and press kits were expected to be delivered by the printer at the last minute, as usual. Every one needs their moment of glory.
Now here starts my ‘unforgettable’ experience (times indicated may not be accurate, please note all this happened 11 years ago):
DUBAI – 48 HOURS PRIOR TO THE PRESS CONFERENCE
10am:
client calls and wants me to carry 10 Longines watches to be gifted to friends of the airline in India. I accept, knowing fully well, that luxury watches carried into India more than one at a time, are controlled by severe import penalties like confiscation, in the absence of a prior permit.
2pm:
I brief my client services executive on last minute details. He is accompanying the journalists on the familiarization trip on the launch flight the next day. He has a big job with 40 journalists of various nationalities having confirmed. Client has already arrived at the destination the previous night on another airline and will be at the press conference.
4pm:
All set, so I go home with the conference material to pack my travel cases and, for some shut eye before the flight at 8am the next day. Scheduled time of arrival in Trivandrum: 1.30pm on the day before the press conference. Scheduled time of the press conference: 10am on the day following my arrival.
1am:
Finished packing. My bathroom scales show the baggage is 90 kilos, allowed weight is 20 kilos. So what! I have the budget to pay for even excess baggage, thanks to a great client.
6.30am to 9am:
I’m at the airport. All flights cancelled due to heavy fog. There is no sign or news of my Air India flight that’s supposed to arrive from Muscat and fly on to Trivandrum with me onboard. Desperate enquiries. Calls to friends in the airline business. No luck. Act of God. Fog. “Don’t know when flights can resume,” an airline friend tells me. “Go home, I’ll call you.”
DUBAI – 24 HOURS PRIOR TO THE PRESS CONFERENCE
9.05am to 2pm:
Panic! Calls to India. Calls to financial partner. Calls to everyone except the client. Can’t let the client know we have a problem, can we? Act of Man or God notwithstanding. Calls to airlines to check alternate flights! “Sorry, no flights, fog.”
2.10pm:
“Flights have resumed,” an airline friend calls me to break the news. I promptly call Air India and learn that my flight will arrive from Muscat around 3.30pm and depart to Trivandrum at approximately 4.30pm. Great news! I’ll make it to the press conference with several hours to spare. Remember readers, I am carrying with me all the press kits, banners, collateral and giveaways for the press conference. I rush to the airport.
5.15pm:
I am on board my Air India flight, but for some odd reason we have taxied only a few meters for take off, the aircraft having come to a complete halt for the last half hour.
5.30pm:
We are still parked on the tarmac. I can hear the normally ‘all-suffering’ passengers with me in economy class beginning to complain to each other, anger building. I stay very quiet, unaffected, lest my voice, added to the others, grounds the flight completely. I shut my eyes and said a prayer for all small business owners in the world.
5.40pm:
“This is the captain. I am sorry, as per IATA regulations, your current crew has exceeded the maximum allowed flying time without rest. We will not be taking off. All passengers will be accommodated in another Air India flight departing to Bombay in an hour’s time, to catch the next available domestic flight from Bombay to Trivandrum.” No apologies, no explanation for the last hour the aircraft was stationary on the tarmac with all passengers on board. My heart almost stopped beating.
6pm:
“When is the connecting flight from Bombay to Trivandrum?” I thought I was thinking it, but I clearly wasn’t. I looked around, from the eyes trained on me, I realized it had screamed the question. It was the first I had spoken so far in some sort of protest. A particular stewardess who I had earlier made small chat with and, who was standing near me, said, “Don’t worry sir, there is only a 10 hour transit time in Bombay for the connecting flight to Trivandrum… we are providing accommodations.” I sit there deciphering what she had just told me. I’ll be in Trivandrum around 4 hours after the press conference is scheduled to start. Panic!
6.15pm:
There’s mayhem on the aircraft. Passengers refusing to get off the aircraft. Passengers arguing with any crew they can find. First class passengers peeking in and assessing the situation to decide if they should participate in the protests. A visibly tired crew trying their best to pacify everyone. “We demand to see the captain,” a voice rises above the others. Several people start shouting and thumping the overhead luggage compartment. No sign of the captain, except a vague threat over the PA system to use airport security on us. No one in the aircraft seemed to hear or care.
6.30pm:
It took me exactly 15 minutes to see the light. If this standoff between crew and passengers continues, I will most definitely not get to my press conference on time. Worse still, we could all get detained for causing a threat in an airplane or something like that. What have I learned in all those years practicing advertising and PR? Put it into use, idiot!
6.35pm:
I rose from my seat, walked over to the cabin crew who were by now gathered, worried, between the economy and business class sections. I approached the stewardess who had earlier chatted with me, put on my best PR disposition and say, “Looks like this is getting ugly, you guys need a rest and the passengers need to fly… would you let me see what compromise can be arranged?” She looks curiously at me, “I’ll check with the captain.” I say, “Right, you do that while I see what I can do to calm the passengers.”
6.45pm:
The captain finally emerges with the stewardess and I, desperate to keep him from getting lynched and spoil my manipulation of both parties to reach my destination on time, rush towards him and convince him to return to his cockpit for a few minutes.
6.55pm:
Things are moving fast. I’m with my friends in economy class. “Would you guys be willing to cooperate with me if I can arrange a better alternative?” They agree. I had no idea what that alternative could be, but I needed to move quickly. Back to the crew. “You are extremely patient, a better crew than any I have experienced in my years of flying, but the other passengers don’t care, any alternatives you can come up with?” They stare at me in silence. I add, “How about a short rest in Dubai and then continue with the flight?” Now, where did that come from?
7.15pm:
“Okay, we have consulted with the captain and we can fly on to Trivandrum after a 6-hour rest. We can depart around 2.30am in the same aircraft.” I cheer loudly, others join in. I chant, “Air India, Our Airline”, others join in, including our compatriots from first class.
2.30am
The flight departs as promised, but the experience has not ended for me. Remember the Longines watches I am carrying?
TRIVANDRUM, INDIA – DAY OF THE PRESS CONFERENCE
8.30am:
I’m through immigration in Trivandrum! Finally! There’s still time to get to the hotel for the conference and prepare things. “Anything to declare?” a customs officer barks at me. “A few watches to be given as gifts at the press conference of the Qatar Airways launch flight arriving in this airport as we speak…” He cuts me off in mid speech, and points me towards a customs counter to declare my deepest feelings.”
9am:
One hour to go for the press conference to begin and I’m still at the airport! I’m a mess, tired, harassed and worse still, my nice new Italian suit is still in the bag. Oh, to hell with impressions. I need to get out. Quick. “Are you a smuggler? You have 10 watches in your baggage,” claims the top customs person in charge, before whom I am brought. “As I said many times to your officers, these are gifts for the launch of the press conference of the first Qatar Airways flight that has already arrived at this airport,” I venture. “Besides, I need to be at the conference in 30 minutes, so please let me know how much duty to pay and let me go.”
9.15am:
I’m still at the airport. “We don’t seem to have this brand of watches on our list to be able to calculate duty. How much is the cost price?” asks an officer. “Around Indian Rupees 20,000 each,” I suggest, when the actual figure is closer to Indian Rupees 75,000 each. Success! I pay duty on the cost price I suggested and am out of the airport.
10.15am:
The Group General Manager of Qatar Airways and his entourage walk in, followed a few minutes later by a smattering of members of the press as I am just putting finishing touches in the conference hall. Thank God the press is always late.
THE CAST:
GCC: Gulf Cooperation Council; an economic and political bloc combining the United Arab Emirates, Qatar, Saudi Arabia, Kuwait, Bahrain and Oman.
Qatar Airways: one of the world’s top and fastest growing airlines.
Trivandrum: now known as Thiruvananthapuram, Capital of Kerala State, South India; still a top revenue earning destination airport for passenger carriers in the GCC.
Qatar Airways Group General Manager: a wonderful client who had no qualms about thanking his advertising agency for a difficult task well done.
Air India Crew: a nice bunch. I ran into my ‘favorite stewardess’ at the hotel where we were having the press conference. She and her friends had 4 days off to crew the next flight after that particularly bad incident. She says, “Hi there, what are you doing here?” I said, “That’s a long story, which I will explain when we meet next.” I quickly fled to immerse myself in the pressing tasks at hand.
Economy Class Passengers: where would I be without them?
Financial partner: I’m free of the yoke.
Client Services Executive: never heard from him again after his pleasure trip with the journalists on agency account, in style, first class all the way, with spending money in cash.
Sunday, November 16, 2008
Partnership or Individual Ownership?
There are two types of small business entrepreneur. The first one with finance, who does not want to risk everything. The second, without finance, but with the vision and drive.
Why is it that those with vision and drive, almost always, do not have the finance? Only very few can have both or be savvy enough to acquire both. That’s a matter I prefer to leave for future discussion.
Let’s return to the matter of title. Partnership or On-Your-Own!
The advantage with a partnership is that you rely on others to back you up, whether or not you have the need to do so. Usually you need a partnership when you need financial fallback hidden behind your conviction that partners are going to be useful. Perhaps you need the additional equity with which they come, useless baggage notwithstanding. May be you are not so sure of yourself, after all.
The disadvantage with sole ownership is that you are the only reason for success or failure. But are you willing to make such a drastic move and rely only on yourself? Remember that you can distribute the glory of success to others who help or work for you along the way, but not failure.
In my 25-year career, I have come across only one partnership that worked, sort of works even today. I say, worked, because the partnership is now under pressure. A $300 Million company, run by two partners who used to respect exactly where their individual strengths complemented each other. That worked for 30 years, until each partner had to choose between their own grown up and educated children, children’s husbands and children’s wives, who all became involved in managing the pot of gold.
Partnership or sole ownership? More to follow…
Why is it that those with vision and drive, almost always, do not have the finance? Only very few can have both or be savvy enough to acquire both. That’s a matter I prefer to leave for future discussion.
Let’s return to the matter of title. Partnership or On-Your-Own!
The advantage with a partnership is that you rely on others to back you up, whether or not you have the need to do so. Usually you need a partnership when you need financial fallback hidden behind your conviction that partners are going to be useful. Perhaps you need the additional equity with which they come, useless baggage notwithstanding. May be you are not so sure of yourself, after all.
The disadvantage with sole ownership is that you are the only reason for success or failure. But are you willing to make such a drastic move and rely only on yourself? Remember that you can distribute the glory of success to others who help or work for you along the way, but not failure.
In my 25-year career, I have come across only one partnership that worked, sort of works even today. I say, worked, because the partnership is now under pressure. A $300 Million company, run by two partners who used to respect exactly where their individual strengths complemented each other. That worked for 30 years, until each partner had to choose between their own grown up and educated children, children’s husbands and children’s wives, who all became involved in managing the pot of gold.
Partnership or sole ownership? More to follow…
The Problem with Making Mistakes
There’s essentially nothing wrong with making a mistake, experts tell us. Everyone makes mistakes. Mistakes are good learning experiences when you have aspirations for independence.
Mistakes are not good, however, when you have the bull by the horn and give up just when things are going your way.
You have the future in your hands, but you hesitate to take the next step. You let go and step backwards because you are not sure. You are not sure because you have easier, less risky comfort zones on which to fall back. You start consulting those far below your own levels of ambition and achievement. You are weighing the consequences. Mistake, mistake, mistake. You are telling those around you that there’s a point at which you prefer to retreat. They will use it.
More to follow…
Mistakes are not good, however, when you have the bull by the horn and give up just when things are going your way.
You have the future in your hands, but you hesitate to take the next step. You let go and step backwards because you are not sure. You are not sure because you have easier, less risky comfort zones on which to fall back. You start consulting those far below your own levels of ambition and achievement. You are weighing the consequences. Mistake, mistake, mistake. You are telling those around you that there’s a point at which you prefer to retreat. They will use it.
More to follow…
Saturday, November 15, 2008
Every Mistake You Make Has Long-term Consequences
Yes, I made a mistake. How do you know when you make a mistake? There are ambitious people around you, recognizing and aiding your growth, watching you, sizing you up and, more importantly, learning from you. Learning from you! I did not know I made a mistake until much, much later.
You can know when you’re making a mistake. You can stop it from happening. It’s completely up to you to know it and stop it. You don’t need advice from your best friend. Even the best friends don’t really know you. Ask yourself the important questions. Why am I doing it? What do I want? Do I have powerful people around me who can assist me right now?
To be continued…
You can know when you’re making a mistake. You can stop it from happening. It’s completely up to you to know it and stop it. You don’t need advice from your best friend. Even the best friends don’t really know you. Ask yourself the important questions. Why am I doing it? What do I want? Do I have powerful people around me who can assist me right now?
To be continued…
Friday, November 14, 2008
First Taste of Independence
I have had some incredible experiences as partner and later, sole owner, of two small advertising agencies that grew quickly.
I hope to relate those experiences in later posts. For now, here is how it all started.
My interest in independence was sparked by a dear friend in the media business in 1990 (he died a few years back; hard work and dedication to the job took their toll). I was copy writer, creative coordinator, media buyer and client services executive, all rolled into one, at that time, in a regional advertising agency’s local office. Today that agency is the biggest communications network in the Middle East. I worked for them from 1989 up to 1995.
Back to 1990. My friend, who was familiar with my capabilities, requested me to pitch as freelancer for the advertising account of a local distribution company. The company controlled the advertising budget of three top world brands.
I was clocking 80-hour work weeks at that point, but was happy to take the challenge over weekends. My friend and I pitched (he presented media and I creative). We secured the business instantly, against a large advertising agency that had already been signed-up by the client. Thanks to the client’s marketing manager who was convinced our freelance team was better and took immediate decisions. Note: we were not cheaper.
That business started off my independent streak. We did well freelancing for two years, until the business grew too big to handle over weekends and early workday mornings. So we talked the client into transferring the entire account to the advertising agency where I worked. First mistake?
I hope to relate those experiences in later posts. For now, here is how it all started.
My interest in independence was sparked by a dear friend in the media business in 1990 (he died a few years back; hard work and dedication to the job took their toll). I was copy writer, creative coordinator, media buyer and client services executive, all rolled into one, at that time, in a regional advertising agency’s local office. Today that agency is the biggest communications network in the Middle East. I worked for them from 1989 up to 1995.
Back to 1990. My friend, who was familiar with my capabilities, requested me to pitch as freelancer for the advertising account of a local distribution company. The company controlled the advertising budget of three top world brands.
I was clocking 80-hour work weeks at that point, but was happy to take the challenge over weekends. My friend and I pitched (he presented media and I creative). We secured the business instantly, against a large advertising agency that had already been signed-up by the client. Thanks to the client’s marketing manager who was convinced our freelance team was better and took immediate decisions. Note: we were not cheaper.
That business started off my independent streak. We did well freelancing for two years, until the business grew too big to handle over weekends and early workday mornings. So we talked the client into transferring the entire account to the advertising agency where I worked. First mistake?
Subscribe to:
Posts (Atom)