| Keeping up with current trends in network | | | | don’t get “instant” results from their |
| marketing can seem like a full time job, but | | | | nifty corporate websites? The truth is, it |
| it’s easy to get left behind doing things the | | | | requires more than that to get your business |
| “old way” and wonder why you | | | | seen by the right people and here’s whyJ |
| aren’t getting returns on your marketing | | | | What GM found instead, is that Toyota employs |
| efforts. Here’s why GM’s bankruptcy is a | | | | an intense level of review and evaluation that |
| case-in-point for anyone who wants to increase | | | | produces continual change in design and production |
| their productivity as a network marketer. | | | | management. Their fluid approach allows them to |
| If you’ve gotten the history on GM’s | | | | meet the challenges of new consumer demands |
| bankruptcy, there is a recurring theme. Many | | | | and to maintain a constant flow of communication |
| authorities on the car industry have said they | | | | between design, production and sales outcomes. |
| were surprised that GM hadn't failed sooner! The | | | | (Marketing!) Unsuccessful models are either |
| inevitable had finally come to pass. | | | | changed or removed, and better performing |
| With its top-heavy board of directors and a long | | | | models are promoted successfully. |
| history of poor business decisions (like buying the | | | | GM failed to learn the real business lesson that |
| Hummer manufacturer) GM was at odds with the | | | | Toyota’s management offered them because |
| real needs of car owners. For decades, GM chose | | | | they were looking for a "quick fix." To make the |
| to ignore competitors like Toyota, and bet on its | | | | evaluative changes required to improve GM’s |
| "All American" reputation to beat out the foreign | | | | returns, it would have required changing it's entire |
| car maker, even though Toyota’s cars offer | | | | structure and retooling all of its manufacturing |
| consumer advantages like gas efficiency, smaller, | | | | plants. That's why GM never caught up with |
| low maintenance vehicles, and better designs. | | | | Toyota. You can't run with the pack when you |
| (As a network marketer it’s a good idea to | | | | have both feet cemented in the past. |
| ask your self “Do I offer my prospects what | | | | "Old School" boardroom thinking is what killed GM. |
| they want, and do I meet the real demands of | | | | In this rapidly changing world, the inability to adopt |
| my audience?” If not, don’t be surprised | | | | more efficient and effective ways of doing |
| when no one responds!) | | | | business is the kiss of death. The “quick fix" |
| GM teamed up with Toyota, briefly, in hopes of | | | | that GM hoped to find is the equivalent of the |
| “stealing” the production secrets that | | | | automated, "Get rich quick" schemes that people |
| have made it such a successful company. GM | | | | look for on the Internet. There simply is no such |
| wanted to get a "quick fix" from Toyota’s | | | | thing, and if you buy into this concept, beware. |
| manufacturing methods by copying "robots" that | | | | Toyota teaches a great lesson in how to build a |
| they imagined were used to put together car | | | | business that brings home the bacon. In the home |
| bodies with minimal human effort, thereby | | | | business industry there are very few companies |
| reducing overhead and increasing production. GM | | | | that combine great marketing and evaluative |
| was looking for easy returns without a lot of | | | | methods with excellent products. Take a lesson |
| effort. | | | | from GM’s mistakes and use them to |
| (And what about the average network marketer? | | | | become the next “Toyota” of the home |
| Isn’t there resentment from those who | | | | business industry. |