The Manager's View

Most of my classes focus on teaching strategy using my  MVOSSTE framework . In this model, the  T  stands for  Tactics —the workforce, financial resources, operating procedures, and fixed assets needed to implement a strategy. The  E  stands for  Execution —the planning, organizing, directing, and controlling required to bring those tactics to life. At the heart of both tactics and execution is the  workforce . For any company to succeed, it needs a team that is stable, productive, and consistently reaching its goals. Yet many managers overlook a powerful opportunity: aligning  employee needs  with  company needs . This is where  Abraham Maslow’s Hierarchy of Needs  provides timeless insight. Maslow outlined five levels of human needs, and when business leaders understand and address these, they can foster a workforce that is motivated, cohesive, and highly productive. 1. Physiological Needs – The Basics of Survival At the...

All of us try to improve our productivity. Most often, this means managing “kitchen table” issues — trying to have more money left at the end of the month. Really, there are only two ways to make that happen: earn more income or spend less money (or a combination of both). Each month, we look at our income and expenses and try to keep them in balance or ideally produce a surplus. This is a form of household productivity. We think about how to increase income (get a raise, work a second job, or change jobs), and we think about how to cut or delay expenses (reduce discretionary spending, delay repairs, downsize housing, etc.). If expenses rise, we have to adjust on both sides of the ledger. Businesses operate in much the same way. When costs rise or revenues fall, firms must adapt. Revenue can be increased by raising prices (though this risks losing customers), expanding advertising, or adding new product features. Expenses can be reduced by layoffs, process efficiencies, cheaper materia...

What does marketing mean to you? For the past 13 years, I’ve asked this question to my students at the University of Houston’s C.T. Bauer College of Business. Most answers center on  advertising  or  selling more products . While not wrong, those answers only scratch the surface. Marketing is not just messaging—it’s the  study of trade and commerce.  At its core: A product exists because it fills a need ( Product ) People know it exists and understand its benefits ( Promotion ) It’s available where and when it’s needed ( Place ) Its value matches or exceeds the price asked ( Price ) Marketing, then, is about how customers, companies, and collaborators come together to create value. Each of these groups often has competing goals—customers may want customization, while companies and collaborators may push for standardization. Balancing those tensions is where real strategy happens. As a business executive, I saw firsthand how success came when I kept these fundame...

The University of Houston’s C.T. Bauer College of Business is now offering a certificate class based on my book,  Winning Marketing Strategies Using Generative AI . I’ve taught this approach for years in my marketing strategy classes at Bauer, and I’ve applied it successfully in the business world. Now, you can gain the same practical skills and earn a recognized certificate from Bauer’s Executive Education program. This October, join us for an immersive, hands-on learning experience designed for business leaders, marketers, and innovators who want to harness the power of generative AI to create winning strategies. Register today  to secure your place: https://www.bauer.uh.edu/executive-development/course/winning-marketing-strategies-ai.php

 I recently had an engaging conversation with a friend about the U.S. economy—specifically about tariffs and their potential effects on both the national economy and individual households. My friend argued that tariffs would drive manufacturing back to the U.S., since importing goods would become more expensive. There's a kernel of truth in that: tariffs can make offshoring less attractive. But this view often overlooks the  higher costs associated with domestic production , including building new facilities and paying U.S. wages. These increased costs may ultimately raise the prices of goods and services, fueling inflation. There’s no question that certain strategically vital goods—such as those tied to national defense—should be manufactured domestically. Still, producing these goods on U.S. soil often comes with a price premium, which could lead to higher government spending and, possibly, higher taxes. The conversation then shifted to immigration. My friend suggested that ...

 Most of my career was spent in the newspaper business, and I remain proud of the work we did. I had the good fortune to be part of companies that, in my view, played a vital role in protecting our freedoms by upholding the values of a free press. My first role was with Harte Hanks, where I had the privilege of working for Ed Harte and Dick Schlosberg (Richard T. Schlosberg III). Both men profoundly influenced my understanding of journalism’s purpose—and the essential truth that a truly  free  press must also be a  profitable  one. Without financial independence, journalism is vulnerable to undue influence from individuals or special interests. That lesson was only reinforced later in my career by exceptional colleagues at Hearst, including Gene McDavid, Dick Johnson, Bob Danzig, George Irish, Steve Swartz, and Frank Bennack. These were people who believed that protecting the public's right to know also required business acumen and strategic clarity. A profitabl...

 I have often looked at  Coca-Cola  as a benchmark when it comes to  well-crafted mission and vision statements . Why? Because they separate the two cleanly, express them clearly, and most importantly,  align them strategically . This alignment is key for any organization aiming to thrive long-term—not just in its current industry, but across multiple opportunities that may emerge in the future. 💡 The Power of a Broad, Purpose-Driven Mission A  mission statement  provides the  purpose  of an organization. It describes what the organization hopes to accomplish—not the products it makes or services it sells, but its reason for being. This is important. A narrowly defined mission can limit what a business thinks it  can  do, and over time, that can restrict innovation and growth. Coca-Cola’s mission statement is a great example of how to do it right: “To refresh the world, bring moments of optimism and create value and make a differen...

We live in a time of digital dominance. Shopping, banking, making appointments, reading news—nearly every aspect of life has migrated online. These digital tools are efficient, convenient, and essential. But as any seasoned manager will tell you, when problems arise, success hinges on something less technical and more timeless: the human connection. Today, many companies lean heavily on chatbots and AI tools to handle customer service. From a cost perspective, that makes sense. Automation cuts expenses. But what’s less obvious—and more dangerous—is the growing gap between companies and their customers. Most chatbots offer limited help, often sending users in circles or directing them back to the very website they’re struggling with. That’s not service. It’s deflection. In markets where a product is indispensable, customers may tolerate poor service—at first. But when a disruptor comes along offering a more customer-centric experience, those same customers jump ship. The businesses that...

 We have all heard that "entitlements" are a drain on the economy and that we would be better served to provide tax reductions that allow individuals and banks invest in the economy. It probably is not a good time to discuss the economic topics of marginal propensity to save and the multiplier effect. But I think an understanding of how "entitlement" programs and subsidies affect the economy is important. Individuals in the lower economic classes receive healthcare through medicaid, food through SNAP,  housing assistance and supplemental income through welfare payments and social security. This group represents about 11% of the US population. Individuals in this group, which is considered poverty level, save very little and therefore spend all of the money they receive through "entitlements". This money is spent with companies that provide products and services. In 2025 the federal government is projected to spend $1.2 trillion on providing programs to tho...