ctpres wrote:
Hi OP here! It is not my intention to find fault with the way Marcus runs his business. Lee Iacocca was, I believe the first executive to serve as spokesman for his company and I think he did a great job. What Marcus is doing is really nothing new. It is just my humble opinion that any executive that is working hard to turn a business around might be well served to recognize the people that really can implement his plans.
I have followed Marcus's business practices since he became involved in what was Steven Adams AGI Corporation. At the time I researched as much of his background as I could find; most of which I will not detail here. In a very brief detail, Sources have indicated Marcus grew up in a long time automotive dealership environment and did well in school.
Lee Iacocca was / is a close family friend of his parents and grand parents and probably help open a few doors early on - not to say Marcus did not earn any help provided. I have been told that Lee suggested Marcus become involved in the RV business and did so. Although as I understand the first venture did not go well, he picked up the pieces and has become successful.
I started by business very humbly and like Marcus worked very long hours to become financially successful. That was enough for me as I have family and am very involved in our local Elks Organization which provides much needed charity to those in need. (Oh I was given a little plastic badge stating I am the board chairman- rarely do I wear it as the commitment is about serving others and not wearing a plastic badge indicating you are supposed to be in ?important? person.)
The other option in life is to build a big ego, be on television, post your picture everywhere (kind of reminds me of Lenin & Stalin) but I digress to perhaps more practicable sensibilities and marketing.
We each have our important achievements worth driving for and seldom are they the same.
Probably the biggest difference in our career style is/was the treatment of staff people. Some employers treat their human resourced similar to a line item of inventory. If that piece of inventory doesn't garner at least six turns a year, it's time to remove it from the shelf and replace it with a product which is expected to turn faster thus providing more return of investment.
Another way to view the employee asset is the same as a piece of capital equipment purchased for many thousands of dollars. In this case the manager has a very vested interest in the equipment and is encouraged to keep the equipment in good order and also keep the employee trained in emerging technologies and encourage personal advancement. This style of management insures both your technical problem solving equipment is always in working order but also the technical staff is constantly trained to provide the most comprehensive service available to the company.
Each operational model has it's place in certain applications. However, in these days of rapidly changing marketing conditions, one should perhaps integrate a few points from each model.
Dick A
