Mel Schrieberg's Publications

• The Difference Between Management and Leadership, Mel Schrieberg January, 2011 by Mel Schrieberg As a senior executive for a number of privately held companies, I have received recognition for my leadership skills in many capacities. While many view the profession of management as a career move, true leadership is found in those who hold strong to their convictions and look out for the greater good of the company and its employees. Many view leadership as a quality that one is born with, a trait embodied in people with commanding, strong personalities. This characteristic carries a connotation of power, but it does not make a leader. A leader is marked by his or her ability to steward a group of individuals with confidence and courage. The difference between a manager and leader is that while managers may focus simply on getting a job done, an authentic leader accomplishes required business and organizational activities while also inspiring subordinates to produce their best work. Most professionals function best when they have a higher-up to trust, and with a group of employees’ trust as the driving factor, there is no limit to what an executive can accomplish. In order to become a trustworthy leader, an administrator must clearly define his or her conventions and ethics. One can do this by surveying the issues of immediate concern in his or her line of work and establishing a list of priorities. Leadership is a quality that many possess naturally, but it is also a learned ability. By focusing on the overall picture of employee output and launching new methods to increase productivity and build trust, any manager can become a leader.

• A Brief History of Strategic Management, Mel Schrieberg January, 2011 by Mel Schrieberg Although strategic management has always been a part of business practice to some extent, the field came into its own in the 1950s. Alfred Chandler described the importance of developing company-wide strategies, and Philip Selznick developed the framework of what would become SWOT analysis (strengths, weaknesses, opportunities, and threats). Other early contributors include Igor Ansoff, who invented the popular gap analysis technique, and Peter Drucker, who developed the theory of Management by Objectives (MBO). Prior to the work of these scholars, the standard procedure among most businesses was for an individual in each department to act as a liaison with the company’s other departments. Such an approach often leads to redundancy and a lack of coordination. Early work in strategic management, therefore, sought to develop unifying goals across an organization so that each department could contribute most effectively. The 1970s saw several notable additions to strategic management theory. The popularity of portfolio theory led to decentralized approaches to strategic management through the development of strategic business units (SBU). General Motors was one of the first companies to employ this approach extensively. In the decentralized, portfolio-inspired approach, each SBU functions as an asset in the company’s portfolio and must set its own goals and priorities in order to maximize performance. Another major shift in the 1970s was towards marketing-oriented strategies, promoted by theorists such as Theodore Levitt. Traditional business theories held that companies with a good product should have no problem selling that product. A marketing-oriented approach, on the other hand, starts with the consumer’s wants and then engineers a product to meet those wants. In the early 1980s, strategic management began to look toward the successes of Japanese companies, which were outperforming American and European firms in many industries. Analyses of Japanese management models led to the development of several strategic management systems. The first of these was perhaps the McKinsey 7S Framework, developed by Richard Pascale and Anthony Athos in 1981. This strategy divided management into seven themes: Strategy, Structure, Systems, Skills, Staff, Style, and Supraordinate Goals or Shared Values. Many other approaches appeared in the 1980s and 1990s, including the use of military strategy to advance business goals. The importance of changing strategy over time to meet changing business realities also appeared during this period. With the rise of information technology, strategic management has incorporated the use of technologies that automate processes and that provide knowledge to business units or individuals. These knowledge-based approaches emphasize differentiation as a way to develop competitive advantage and deemphasize the role of traditional strategic variables, such as scale and process improvements.

• This Is a Great Year to Improve Top-Line Revenues June, 2011 By Mel Schrieberg President and CEO of Strategic Concepts Consulting This fiscal year, many companies rate top line revenues as their most important goal. Top line revenue refers to the gross revenues of an organization, or its overall sales. This stands in contrast to a company’s bottom line, which describes its net profits or net earnings per share. The term “top” line stems from the traditional position of the revenue record at the very top of a company’s income statement. Conversely, accountants list the net income on the last, or bottom, line of the income statement. Companies increase their top line revenue by raising prices, increasing their sales volume, introducing new products that cost more than existing products, or selling more of the big ticket items in their product line than they have in past years. For those organizations that wish to improve their top line revenues by increasing their current prices, unfortunately, customers often refuse to pay more than they have in the past. This is especially true if these clients have concerns about the economy. As a result, your organization risks the possibility of having to reverse the price hike or losing market share. Selling more products or introducing new products requires companies to ensure that production and distribution capacity allows them to meet demand. Even if your plan to increase your top line revenues simply necessitates selling more of your high-end merchandise or services, make certain in advance your business can deliver. In some cases, amplifying production entails investment in equipment, infrastructure, or facilities. This expenditure, if not structured correctly, could trigger a delay in your top line revenue strategy. As such, it makes sense to work with an experienced business consultant who can provide an objective, knowledgeable viewpoint. The most successful plans to increase top line revenues include an in-depth analysis of demand for the products expected to drive sales, a review of costs needed to generate more production, and new policies and procedures that will be implemented in order to achieve production goals. About the Author: Mel Schrieberg serves as the President and Chief Executive Officer of Strategic Concepts Consulting, a New Jersey organization dedicated to helping businesses in the information technology and services industry.

• Marketing through Social Media: The Basics By Mel Schrieberg , Mel Schrieberg's Blog on Bigsight June, 2011 Since the advent of social media, Internet-based marketing has become an essential part of any marketing campaign. Today, companies have access to several different websites that provide free advertising opportunities and permit large-scale initiatives that previously were impossible, such as instant mass coupon distribution. Before engaging in social media efforts, companies should establish their own space on the web with a proprietary website and possibly a blog. When creating business websites, companies should optimize them by adding terms related to their products and services, allowing individuals to find the sites easily and quickly using search engines. While some businesses previously spent considerable time and money on impressive-looking, multi-page websites, many of today’s companies only need simple pages, since social media provides a great deal of supplementary information and resources. Companies now have access to an overwhelming number of social networks. For the purposes of marketing, LinkedIn, Facebook, and Twitter have proven to be the strongest tools. Through LinkedIn, companies forge professional networks and gain credibility through personal, professional recommendations. LinkedIn allows companies to connect with key clients as well as potential partners. On Facebook, businesses may create customized, branded profiles and begin sharing relevant links, media content, and updates concerning products and services. Existing customers may subsequently “like” the company’s page and/or posts and share the business’ information with the friends in their own networks. This viral marketing costs no money and often proves more effective than traditional techniques, since individuals are receiving endorsements from known, trusted sources. Twitter grants companies a forum for instantly announcing important information about business developments and upcoming deals, or just sharing relevant insights. Once a company has forged a strong social media presence on the most popular networks, it may want to look into some other innovative websites. Retailers and restaurants benefit from Foursquare and similar networks, which allow users to check in at establishments. Other users in the network see this action, which offers free exposure. Businesses can also reward loyal customers with special deals and discounts. Another website that has recently become popular is Groupon, through which companies can offer a single, significant deal in order to raise awareness and increase sales. Another interesting tool, ShareSquare, lets those with smart phones instantly access company information through specialized barcodes. About the Author Mel Schrieberg possesses more than three decades of experience in marketing, management, and strategic business development. Currently working with clients through a consulting firm, Strategic Concepts Consulting LLC, he draws on experience gained in several executive positions at various major technology corporations. Holding a Master of Business Administration from Fairleigh Dickinson University, Mel Schrieberg also studied executive entrepreneurship at Harvard Business School.

• Mel Schrieberg Discusses Various Studies on Employee Motivation , Mel Schrieberg's Blog on Bigsight July, 2011 With nearly three decades of experience as a senior executive, Mel Schrieberg has learned the importance of motivating employees and cultivating a good work place. Researchers have conducted numerous studies regarding the best way to motivate people. One psychologist, Frederick Herzberg, spent 20 years studying the topic, ultimately writing an article entitled, “One More Time, How Do You Motivate Employees?,” which was the most requested piece from the Harvard Business Review. Herzberg discovered the factors that motivate people include interesting work, increasing responsibility, and challenge. Within the last three years, a href=”http://hbr.org/2003/07/what-really-works/ar/1”> Nitin Nohria, Boris Groysberg, and Linda-Eling Lee published a study in the Harvard Business Review that discussed the four emotional drives of motivation. These are the drives to acquire, bond, comprehend, and defend. The acquisition of material objects, including money, tends to make people feel better. The drive to bond includes the development of feelings of love, caring, and belonging. Employees also wish to understand the world to make the right choices. Finally, individuals desire to defend their properties, accomplishments, and themselves. To increase employee motivation and satisfaction, managers should try to meet all of these fundamental drives. Daniel Pink, the author of Drive, explains three elements motivate humans: autonomy, mastery, and purpose. Autonomy entails the feeling that we are in charge of our own lives. Mastery represents the desire to improve at a skill that matters to us. Purpose means the desire to participate in a meaningful activity. Even the U.S. Institute of Health’s researchers are studying motivation, finding that certain neurotransmitters become crucial in governing motivation. Managers need to stay abreast of studies on motivation because learning how to effectively inspire employees can result in a more efficient operation.

• Mel Schrieberg on Executive Entrepreneurial Programs Offered by Harvard Business School July, 2011 Mel Schrieberg, a successful Senior Executive with companies such as Strategic Concepts Consulting LLC and Election Services Corporation, completed the Executive Entrepreneurial Program at Harvard Business School (HBS). A world-renowned business school with a reputation for innovative curriculum and global programming, HBS offers a number of educational opportunities for executives seeking to improve their skills as entrepreneurs. Here is a brief overview of some of the executive entrepreneurship programs available at HBS. Launching New Ventures: A weeklong seminar held on the HBS campus, Launching New Ventures primarily concentrates on the challenges faced by executives in small to mid-sized companies. In particular, the program helps participants acquire the skills necessary to spot potential business opportunities and capitalize on them. Graduates of the program can expect to see a significant improvement in their ability to manage growth and change in an effective manner, make proper management and investment decisions, and analyze market trends. The program curriculum includes topics such as attracting talent and capital, developing proactive strategies that parallel business growth, and identifying business initiatives. Leading Product Innovation: Through its month-long Leading Product Innovation seminar, HBS helps business leaders in a variety of areas improve their ability to innovate and develop new products. By preparing participants for the challenges of effective product creation in unpredictable markets and economic climates, the Leading Product Innovation program equips business leaders with the tools necessary to ensure the future success of their companies. Program curriculum focuses on the strategies of some of the world’s most successful companies and aligning the interests of product development with those of risk management, corporate strategy, disruptive technology assessment, and strategic innovation systems. Building New Businesses in Established Organizations: In today’s business world, companies are increasingly beginning to eschew past success as an indicator of future success. Instead, many organizations are actively seeking business development strategies that incorporate new sources of revenue in addition to old ones. Through its Building New Businesses in Established Organizations program, HBS provides valuable instruction in some of the most effective ways to build startups within the framework of a large corporation. Topics of discussion and instruction include balancing day-to-day activities with new initiatives, identifying strategies of successful companies, and developing productive change and innovation. To learn more about the programs offered by Harvard Business School, visit the website at www.hbs.edu.

• The Accessibility of Electronic Voting – Presented by Mel Schrieberg , Mel Schrieberg's Blog on Bigsight August, 2011 Mel Schrieberg worked as the President and Chief Operating Officer of Election.com between 1998 and 2003 and the Chairman and Chief Executive Officer of Election Services Corporation from 2003 to 2007 following Election.com’s acquisition. Mel Schrieberg co-founded the company, which has since been selected as “One of the Top 25 Companies Changing the World” by Harvard University. Election.com was the first firm to offer comprehensive Internet-based election management services to public and private sector clients. Photo of Mel Schrieberg: Public Domain, Posted by, “123people.com” When designing electronic voting systems, one of the earliest concerns is how to adapt the technology so it is fully accessible to people with disabilities. In practice, electronic voting systems offer several advantages in terms of accessibility over traditional paper voting. People with vision impairments often have difficulty completing the punch-card of optical scan ballots by themselves and require assistance, which violates their right to a secret ballot. Electronic voting machines often offer braille keyboards and auditory cues on headphones for those with vision impairment. The machines are also adaptable for a number of other input systems well-suited to people with a range of disabilities. These input systems may include joy sticks, foot pedals, sip and puff input, and touch screens. Voters with limited strength or mobility often find touch screen input easier than pulling a lever with traditional paper voting, and the ease with which they can use electronic machines allows them to vote without assistance, preserving their privacy rights. Public Domain, Posted by, votingmachines.procon.org Electronic systems may also be designed to support a number of languages, easing the voting process for those who do not speak English or who prefer to communicate in other language. The ability to easily change languages on the machines eliminates the need for printed ballots in a variety of languages and ensures that voters who do not speak English are able to vote and to understand the process. The sheer adaptability of electronic voting technologies is their primary advantage when it comes to accessibility by a wide range of voters.

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