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Chapter 12 • The Importance of Follow-up

1.       For a twenty-four-hour period, write down every idea or suggestion you hear someone else make and about which you are pretty certain nothing will ever be done. For each of these ideas, try to suggest at least three things you could do to put the idea into action, assuming it's a good one.

2.       Assume you have a new idea for improving coordination of the sales, production, and shipping departments of your company. If you had only one hour to check the validity of your facts before presenting this idea to top management, how would you go about it?

3.       Your office is about to be redecorated. It is the standard practice for the office manager, a man two years short of retirement age, to pick out colors and furnishings. You would prefer a professional dec­orator who would be compensated by his commissions on the paint and furnishings. Suggest a plan that would get the office manager "on your side" even though it would take away one of his status pre­rogatives.

4.        Your management has accepted your idea for a new package for the company's most profitable product. The package will give the product better protection in shipment, and cost 23 per cent less than the previous method. The whole suggestion has now been taken away from you and turned over to an outside supplier to produce. Suggest at least five ways to build on your initial success with this idea.

5.        Consider the last idea you submitted to anyone that was rejected. Plan a detailed "selling" presentation for this idea that will overcome the previous objections.

Related terms include knowledge and business management and small business opportunity magazine.