M. Uhrich and Associates - Paris & Boston

Introduction - About M. Uhrich and Associates

Experience and Dependability yields VALUE

Mark Louis UHRICH

M. Uhrich and Associates

53, rue d'Achères

78600 Maisons-Laffitte, France

Tél: +33 6 6061 5128

info@muhrich.net

    ➤ NEW: "Being International"                                               ➤ NEW: "What is Marketing?"  

Introduction

About M. Uhrich and Associates

M. Uhrich and Associates, is an independent professional practice in consulting and training — both in companies and in higher education. The areas of expertise include:

International and Commercial Strategy

Business-to-Business Marketing and Sales

Cross-cultural Business and Teamwork

Organization Effectiveness and Revitalization

The Successful Management of People and Teams

In essence: functional expertise in international business, marketing, and sales with specific competencies in people management and training and a passion for helping organizations succeed.

Based in Paris France, Mr. Uhrich works in conjunction with international collaborators in France, the United States, and other countries. The slogan that was adopted years ago with the creation of the activity is “Helping organizations achieve their objectives”. This continues as the central theme today.

I invite you to contact me to discuss your needs and how we, myself and my associates, might be able to help you in achieving success in your objectives.

On Twitter  and   Facebook

What is Marketing?

>>home <<

It is the start of a new academic year and I am preparing a marketing basics course for an incoming group of masters students. It is an intensive (4 day) pre-semester course intended as an introduction or review (depending on their background) to bring everyone up to level.

This brings to mind the question “What is marketing?”

When asked that question, many people will respond: “advertising” or “merchandising” or “analysis” or “phoning” or “selling” or something else. Those are components of the field of marketing – tools to achieve objectives. But they are not, in themselves, “marketing”.

Marketing is connecting the capabilities of your organization with the needs & wants of a selected group of customers – hopefully for mutual gain.

The components include:

• Understanding your organization — what it can do, what it is good at, and its objectives,

• Understanding the market — groups of potential customers, characteristics, needs and preferences, and the size of the market segments,

• Understanding competition — what they are capable of and good at, their objectives and strategies, and their positioning in the market,

• Designing the market strategy for your organization — company or other entity:

  • What markets you select to serve,

  • What value you will bring to your customers,

  • With what product — physical or service,

  • How you will position yourself in the market — your differentiation and why customers will chose you,

  • What objectives you seek to achieve,

  • How you chose to produce your product and deliver it to customers, and then

  • The marketing programs to achieve the objectives. This will include your use of the tools — product, price, promotion, and sales/distribution methods.

A number of years ago, Regis McKenna published his classic article “Marketing is Everything” (HBR, Jan-Feb 1991). In it, he concluded that marketing encompasses all the activities of a corporation (read entity) and is the job of everyone. Indeed it is.

But mostly, marketing is how to understand customers, connect the organization to customers, and bring value to both.

Are you adding and building value? Are you really marketing? Or, are you simply engaged in marketing tactics?

Mark Louis Uhrich

Maisons-Laffitte, France, 31 August 2010

©Copyright Mark Uhrich

Being International - 3: My Contribution: "On Being International" - Abstract

Being International - 3   (previous page)  (start of series)

My Contribution: “On Being International”

I am very pleased that my paper "On Being International" has published in the book " "Glocal" Working - Living and working across the world with cultural intelligence", Bertagni, La Rosa, Salvetti, Editors, published by Franco Angeli.


Here is the abstract for my contribution. Many of you may identify with what I have written. Likely many have had similar experiences and could equally contribute your observations on the subject. My hope is that people will find my experience and the insights that I have gained to be useful.


In subsequent postings, I will continue with thoughts on the subject of being international – some extracts from my paper and development of new material. I won't post everything from my paper, of course. (For that, you will need to buy the book.)

On Being International

Reflections on living an international life – with observations and suggestions

By Mark Louis Uhrich

 

Abstract

 

Being international can run the range from traveling to different countries, to being on assignment in other countries, to immigrating to another country and becoming integrated into that other culture.  In all variations, it can be immensely enriching.  But, at the same time, there are risks of failure – both personal and professional.  Accordingly, it can be important to develop an understanding of the risks and the factors for achieving success in “being international”. 

This paper explores the dimensions of being international.  In it are profiled aspects of the experience, an examination of reasons for difficulty, and a development of what is involved in achieving success in the international environment.  These are related to personality factors, skills, and environmental factors.  The insight is developed from the perspective of the personal experience of the author, study on the subject, and observation of numerous people in several countries.

Using what has been learned, the author presents practical guidelines for both individuals involved and for organizations seeking to have people succeed in the international environment.  He also presents the richness of being international and offers encouragement to those who have an interest in being so.

 

Being International - 2: About the book "Glocal" Working

Being International    (previous page)

About the book: “Glocal” Working – Living and working across the world with cultural intelligence

First some background about the book.

The book “Glocal” Working is a collection of papers and is divided into two sections

1. Paradigms and Models  

2. Experiences and Best practices

with contributions from 25 authors on the subject.

For more information: "Glocal" working  or  FrancoAngeli.

With permission from the editor, here is an overview of its scope and contents.

INTRODUCTION

“Glocal” working: a short introduction©

Barbara Bertagni, Michele La Rosa and Fernando Salvetti

 

To live and work in our “glocal” (global & local) world, we have to be innovative as “outsiders” able to see the same things in many different ways. Being an “outsider” is both a challenge and a competitive advantage. If we see and think differently about a business need, a problem, or a market’s niche, we have a good chance of coming up with an out-of-the-box approach - one that’s original, unique and competitive. So we need some cross-cultural intelligence.

Cultural intelligence is the ability to bridge and benefit from the cultural complexity of people with different nationalities, professional backgrounds and fields, personalities and organizational cultures. Cultural intelligence combines the emotional, cognitive and practical dimensions of cross-cultural encounters and ensures more effective and fulfilling cross-cultural collaboration. Cultural intelligence means being skilled and flexible about understanding a culture, learning more about it from ongoing interactions with it and gradually reshaping your thinking to be more sympathetic to the culture and your behavior to be more skilled and appropriate when interacting with others from the culture.

Today cultural intelligence is a big challenge; the cognitive paradigms, the relational schemas and the value systems among cultures have been shown to vary significantly, not only among different countries, but also among professional people working in the same corporation. For instance, people from different cultural backgrounds are likely to have different attitudes towards hierarchy, ambiguity, achievement orientation, time and working with others.

Do we know how to understand the implicit, basic assumptions that guide people’s behavior in different areas of our world? Do we know how to interpret the explicit norms and values that guide a foreign society? Starting with these questions, or with similar ones, we may draw up a scheme useful in understanding a new business context and, at the same time, develop our own cognitive maps - intellectual flexibility, creativity, ability to innovate – in the “glocal” world. We must learn to be like Proteus – flexible enough to adapt with knowledge and sensitivity to each new cultural situation that we face.

We are all becoming “glocal” people and everyone can learn to be more culturally intelligent.  

---

© Extracted by permission of the editor.

CONTENTS

“Glocal” working: a short introduction, Barbara Bertagni, Michele La Rosa and Fernando Salvetti

First Part – Paradigms and Models

Think locally, act globally: cultural constraints in personnel management, Geert Hofstede

Three cultures of management: the key to organizational learning, Edgar Schein

The cultural metaphoric method: description, analysis and critique, Martin Gannon

Cultural intelligence: a concept for bridging and benefiting from cultural differences, Elisabeth Plum

Cultural codes: birth of a notion, Clotaire Rapaille

What is cultural intelligence?, Brooks Peterson

Anthropology and epistemology for “glocal” managers: understanding the worlds in which we live and work, Barbara Bertagni and Fernando Salvetti

Second Part – Experiences and Best practices

On being international: reflections on living an international life: with observations and suggestions, Mark Louis Uhrich

France - US comparisons: some comparisons between France and the United States, Mark Louis Uhrich

Skills for global business: cultural intelligence & business development, Fernando Salvetti

“Glocalizing” visual communication in organizations: when and how to adapt visual communication to local standards, Sabrina Bresciani and Martin Eppler

Generation Y and “glocal” working, Lorenzo Cantoni, Emanuele Rapetti and Stefano Tadini

Drumstorming music: a percussion and training experience based method, Vittorio Simonelli

What instruments and practices for the management of a multicultural staff?, Helena Karjalainen

Cross-cultural coaching, Barbara Köhne

Be innovative and learn how to learn! Cultural intelligence to a better learning, Fernando Salvetti

Knowledge sharing + Networking = Product’s Innovation (x 2… x 3… ∞), Fernando Salvetti

What is global and what is local? A theoretical discussion around globalization, Jean-Sébastien Guy

Global / Local services, Fernando Salvetti

Managing in Asia: conflict, incomprehension, or successful relations? The difficulties encountered by Western expatriate managers in Asia, Pascale Reinhardt

Living “glocally” with literacy success in the US Midwest, Loukia Sarroub

Glamour and honor: going online and reading in West African culture, Wendy Griswold, Erin Metz McDonnell and Terence Emmett McDonnell

Wal-Mart: a glocalized company, David Towers

Next:  My Contribution: "On Being International"

Being International - 1: Prologue

Prologue

As many of you may know, I live an international life — two countries, a lot of travel, and doing business over large portions of the globe. Other people and places was something that I found interesting. In my professional work, I found sought out opportunities for international involvement. This gave me the opportunity for travel and international business - in many countries. This lead to international studies in the United States and in France. In 1992, I moved to France where I now live and work.

While at Insead on an executive program, I was first exposed to the cross-cultural research of Geert Hofstede. That lead to my studying further to understand the cross-cultural environment and what I had experienced internationally. I began to teach and speak on the subject – especially as related to the business environment.

Recently, I was invited to contribute to a book that was in preparation. The muses worked slowly but the article did, finally, come together and the reviewers found that it added value. The book is titled “Glocal” working: Living and working across the world with cultural intelligence and my contribution is the paper “On Being International” plus a overview comparison between France and the United States.

I delayed starting this series pending publication of the book so as to not preempt it. Now that it is published, I can start to write about what I have learned about living and doing business internationally.

Certainly, many of you have had similar experience – even greater. My hope in sharing my experience is that you find it to be interesting and of value. Maybe you will agree with me. Possibly your view will be different from mine. Either way, I will welcome your feedback.

Maisons-Laffitte, France, 15 July 2010

Next: about the book

Training Program: Using Goals and Rewards as a Strategic Tool for Results

Using Goals and Rewards as a Strategic Tool for Results – 1 day training program 

Never before has it been so important to motivate people and teams with clear and effective goals and rewards.  Organizations are seeking to achieve needed results and implement programs of strategic change and improvement for their future success.

We probably all know about setting goals and using measurement and reward systems.  We know that goals must be “SMART”.

Most goal and reward systems are tactical in nature – supporting operational goals of the organization.  This, in itself, is good.  However, a manager can go much further.

Goal and reward systems can be used as a very powerful strategic tool for improving organization effectiveness, achieving results, and supporting strategic change programs.  A manager can move beyond operational goals to using goal and reward programs as a strategic tool.

This one day training program is designed to prepare managers to use goal and reward programs in a strategic manner to achieve results.

Program dates:

➩  18 November 2010    Lyon, France  AmCham Rhône-Alpes Auvergene

➩  25 March 2011          Lyon, France  AmCham Rhône-Alpes Auvergene

see: www.amcham-rhonealpes.org

(more to come)

Download the Program Description:

    Download Using Goals as Strategic Tool - US     Download Using Goals as Strategic Tool - FR

In Management Consulting and Audit

Experience and Dependability yields VALUE

Mark Louis UHRICH

M. Uhrich and Associates

53, rue d'Achères

78600 Maisons-Laffitte, France

Tél: +33 6 6061 5128

info@muhrich.net

In Management Consulting and Audit

For clients who seek to develop their business, aid is offered in the following areas:

Ø International and Commercial Strategy

Ø Business-to-Business Marketing and Sales

Ø Cross-cultural Business and Teamwork

Ø Organization effectiveness and Revitalization

The conduct of this work is aided by the added expertise of an available network of resources .

In providing service to my clients with management consulting and audit, I believe that the important characteristics are:

Ø Experience: The knowledge and experience gained as an operating manager and through work with clients provides understanding and expertise.

Ø Perspective: The experience gained in multiple situations allows for the ability to see the larger picture and how the pieces fit as a part of the whole.

Ø Objectivity: Having neither a specific agenda nor interest in a specific solution provides the ability to perform evaluations and make recommendations that are in the interest of only the client.

Ø Flexibility and adaptability: In contrast to some, fixed methodology and solution templates are not used. Rather, each client is treated as unique and their situation treated using the tools and methodologies that are best adapted.

Ø Diligence: Providing value to clients requires careful and thorough work with attention to details.

These are the characteristics and values that I seek to provide to clients — experience and dependability that clients can trust. 

I invite you to contact me to discuss your needs and how we, myself and my associates, might be able to help you in achieving success in your objectives.

Uhrich on Management

Coming soon — “Uhrich on Management” — a periodic column concerning the management of people and organizations.  Topics will include:
•    Managing people to achieve motivation and performance
•    Managing the organization for results and efficiency
•    Resolving difficulties in people and organizations
•    Driving and managing change

Coming soon.  Watch for it.

In Management Training

Experience and Dependability yields VALUE

Mark Louis UHRICH
M. Uhrich and Associates

53, rue d'Achères
78600 Maisons-Laffitte, France

Tél: +33 6 6061 5128
Mark.Uhrich@muhrich.net

In Management Training

My professional experience is in the sectors of marketing, sales, and international business. In these areas, I have achieved notable results.

However, when I speak with my collaborators and managers — both current and former — it is my skill in managing people that is most mentioned.  They speak of my ability in aiding organizations that are experiencing difficulties. Possibly, my greatest competence is in managing people. They also cite my related abilities in coaching and explaining.

I learned management first as a practitioner and then by specific study of the topic and as a professor of organizational behavior and management in major schools of management.

Thus, with the functional skills in marketing, sales, and international business, my passion is bringing out the best in people and organizations.

This is a skill and passion that I share with others in my training activities for my clients. These training activities focus in the related area of managing people and teams.

Line and Middle Management

Strategic Management

Management of Change

This work is provided both directly to clients (a registered professional trainer in France) and through collaboration with other professional training companies — depending on the situation. Notable in this regard is my work in conjunction with:

• Claude Aburbé Associés ( www.caa.tm.fr ) where I provide management training in native English for international clients. 

Training is provided in aspects of the functional areas of B2B marketing, sales, and international business.  Notable in these areas is my collaboration with:

• Valeur SA ( www.valeur.fr ) with training, coaching and consulting in:

Solution Selling®

Value Selling

Sales Management

Sales Diagnosis

  

I invite you to contact me to discuss your needs and how we, myself and my associates, might be able to help you in achieving success in your objectives.

In Education

Experience and Dependability yields VALUE

Mark Louis UHRICH
M. Uhrich and Associates

53, rue d'Achères
78600 Maisons-Laffitte, France

Tél: +33 6 6061 5128
Mark.Uhrich@muhrich.net

In Education

Mr. Uhrich teaches at several business schools in France, Europe, and the United States. 

➢    Skema (Ceram) Business School     (www.skema.edu)

• Corporate Strategy
• B2B Marketing

➢   EMLV  - Ecole de Management Léonard de Vinci
                            (www.emlv.fr   or  www.devinci.fr )
        Retired Associate and Coordinating professor:

• Coordinating Professor responsible for the program in B2B Marketing
• Also drives several other initiatives.  Coordinated the development and implementation of a completely revised 3rd year program — totally in English and focused internationally. 

➢    ESSEC     (www.essec.edu)

• International Marketing
• B2B Marketing

➢   IPAG Ecole Supérieur de Commerce     (www.ipag.fr) 

• International Marketing, Business Simulation  

➢    NEGOCIA       (www.negocia.fr)

• International Marketing and Export Techniques, Global Marketing and Communications

➢    Laurea University of Applied Sciences – Finland  (www.laurea.fi )

• International Sales Negotiations
• Sessions in B2B marketing and strategy

➢    CNAM/Institut International du Management (Ceprim - Executive MBA)

• B2B Marketing

➢    ESCP-EAP   (www.escp-eap.net)

• Diagnostic and management of strategic change
• Past instructor in Strategy and organizations

➢    Suffolk University, Boston & Dakar (www.suffolk.edu ): Adjunct professor

• International Marketing
• B2B Marketing
• Cross-cultural business and management

➢    ESLSCA – International Graduate Programs:  Former professor

• Strategy
• Strategic Marketing
• B2B Marketing and Sales

➢    Douai Business School:  Former professor

• B2B Marketing and Sales
• Cross-cultural business and negotiations
• Strategic Marketing

 
 

I invite you to contact me to discuss your needs and how we, myself and my associates, might be able to help you in achieving success in your objectives.

Partners and Collaborations

Experience and Dependability yields VALUE

Mark Louis UHRICH
M. Uhrich and Associates

53, rue d'Achères
78600 Maisons-Laffitte, France

Tél: +33 6 6061 5128
Mark.Uhrich@muhrich.net

The Network

Partners and Collaborations

My years of professional experience have taught me that I cannot do everything by myself. It is through collaboration with others that I achieve creativity and have access to needed expertise and resources. Therefore, it is my philosophy to work in collaboration with others.

This concept of working in networks as the future of professional work, has been developed by a number of authors — including notably the books by the futurist Charles Handy where he develops the future of work as networks of collaborators.

Thus, in performing my work for clients, I may work directly and individually, or draw on resources of associates to meet needs. As the circumstance warrants, I also may work as a part of, as a resource, for another organization where, to the client, I appear very much a part of that organization (which I am). The specific form used depends on what best supports the needs of the client.

Some examples of these collaborations include:

· In education:

Several schools of management and business.

See the page concerning education activities.

· Professional training, management consulting, and audit:

CAA Conseil & Formation (www.caa.tm.fr)

Training in the management of people and teams.

Valeur S.A.  (www.valeur.fr)

Training and consulting to aid companies to improve their commercial and operational effectiveness in the B2B market

Training in Solutions Selling® and Selling Value

I invite you to contact me to discuss your needs and how we, myself and my associates, might be able to help you in achieving success in your objectives.