Meet and Hire a Hero on 2/24/2015

Real Heroes deserve Real Opportunities. Attend the 2015 Veterans Sporting Clay’s Tournament on February 24, 2015 and hire a veteran. Moran Enterprises’ very own CEO, Daniel P. Moran will be the Chairman for the event helping veterans around our community.

The event will take place at the Greater Houston Gun Club (6700 McHard Rd., Houston, TX 77053). To participate contact Chrystal Thompson at cthompson@hopeforthewarriors.org | 832.776.9379 and see how you can attend or sponsor your local veterans. Sponsorship HFW

MEI: 2014 IN BLOGGING

2014 IN BLOGGING

Click below to see our 2014 report:

https://moranenterprises.wordpress.com/2014/annual-report/

Thank you for being a part of the Moran Enterprises family! We look forward to serving you in the new year by helping small businesses in Texas thrive through providing solutions financially, managing design-build projects, or helping secure our community with projects throughout the State of Texas! Here’s to a new year of endless possibilities of building a better Texas together!

Moran Enterprises: Defining a Marketing Budget, The Clock is Ticking

There’s meaning and value in everything we encounter in our daily lives. In fact, if you fail to find meaning in the simplest and most commonplace of things, then I encourage you to look beyond what you see. I encourage you to see things from a different perspective.

A recent article on BusinessWeek expressed some interesting ideas about Marketing and whether there’s such a thing as a marketing budget. Like Big Foot and The Lochness Monster, some believe a marketing budget exists and some don’t. What captured my attention the most from this particular contribution was perhaps this excerpt below:

There’s no single answer. Marketing budgets can cover a variety of different functions, and can vary widely based on a host of factors. The truth is, nobody—not even the most sophisticated marketers in the biggest corporations in the world—can say in an absolute, objective sense how much their marketing budget should be. The best they can do is evaluate their spending relative to revenue, competitors, historical results, economic conditions, and imperfect measures of return on investment, and go from there.

-Steve McKee, Contributor – BusinessWeek

The entrepreneurial spirit is alive and well at Moran Enterprises today. Perhaps it’s the holiday season and the joyous moments we share with our colleagues and families. Perhaps it’s because it’s Thursday. Regardless, I thought I’d take a tremendous risk and attempt to define a marketing budget for Moran Enterprises.

Bear with me here, I may trip and fall. But I can assure you, I will rise again.

Truth of the matter is that there is no objectively valid answer or definition that defines a marketing budget of an organization. But that may be due to our current view; that a marketing budget is money and not something else. Something more valuable than money.

The author of the article makes a good point. But I believe everyone participating in the discussion may be looking at a marketing budget the wrong way. We’re thinking about budget in terms of money and financials, but a marketing budget is not money, it is time.

The time I speak of is the time spent researching demographics, targeting specific audiences, planning, executing, managing, and collaborating on various internal and external projects. Ever heard a fellow colleague utter these words: “I wish I had more time to do this” or “the day just isn’t long enough”.

Time is every company’s marketing budget. It is the most valuable resource we have at our disposal. It must be used effectively and efficiently to drive marketing and other organizational efforts. An 8-hour work day is your marketing budget. You have 8 hours to devise creative means to reach target audiences and to provide the best and most professional services to your audiences. Every second, every minute, and every hour is valuable. Each minute not spent on organizational efforts is money not well spent, money wasted.

Our lead Financial Officer and Managing Director Victor Moran once spoke about a specific project stating: “That one project ended up costing me $120,000”. I was not sure what he specifically meant until I realized (upon further discussion with Victor) that he was not only talking about money, but more importantly, talking about time. I realized that time can calculate money spent or used and money can equally calculate time spent and used.

Time translates to money. Time transitions to financials, to income, to revenue, to profits, and to success. We had spent so much time on that particular project that the return on investment had not been what we had expected.

In other words, we did not use our marketing budget, our time, strategically and effectively. In fact, we went over the budget, way over.

As you build your own definition for your company’s marketing budget, I encourage you to think about something more valuable than money. Time is more valuable than money. Time is the marketing budget we have at our company every single day we step through our doors. Let’s not go over our budget, let’s use our time better.

Author: Rey Oliva

Blog article in response to “Admit It: You Have No Marketing Budget” by Steve McKee

Why today’s leadership is a collective mind

By Rob Long

Simple truths are the hardest to come by, and often the most powerful in practice. Here is a truth: in today’s connected economy, leadership matters more than ever and in ways it never has. Let’s look at that.

If we raise our periscopes for a 360-degree view, we see something remarkable happening across all sectors. The sudden convergence of digital, social and mobile spheres connecting customers, employees and partners to each other and their organizations in new ways. We are often so connected that we’ve become ethically if not morally dependent. One person’s idea multiplied a thousand times can just as easily dismantle industry or political convention as ignite goodwill for a social cause. In the absence of control, we must lead by trust.

Understanding how this happened is useful. Boiling down the economic elements simplifies the task. Ultimately, it is the fact that social technologies collapsed the costs for coordinating work. New social tools make it ridiculously easy for small groups to self-organize and accomplish major tasks with more efficiency than ever before in human history.

Evidence of this is all around. For example, it is common now that engineers rapidly dissect information from the Internet on what is invented elsewhere to improve their understanding of customer needs, and build that knowledge into creating new products in less time. This one will surprise you. Attorneys at top law firms are producing legal briefs in a fraction of the time it once took by using Twitter to help find relevant precedents for their work. All this is an intentional process, but without anyone centrally controlling it.

With the twilight of centralized management, how will anything get done? We will do it in two ways. First, with gutsy skills of trusting that people self-organize to accomplish more, not less. Second, by clearly defining some common norms everyone must agree on. Imagine large clumps of people on both sides of a busy downtown intersection, waiting for the light to change before crossing. The convention of the green light means the same thing to all pedestrians: Go. Somehow those two knots of people march toward each other without anyone colliding. Standard norms maximize each person’s incentive to use his or her common sense and imagination to advance everyone’s common purpose. We instinctively avoid bumping into each other in mutual adjustment.

Self-organizing requires, of course, the many to think as one. This deceptively simple proposition means leadership in today is a collective mind. The most important leadership skill in this environment is bringing people together and moving them in a collective innovation process—walking in each other’s shoes, coming up with a shared understanding of the issues, modifying behaviors just enough to accommodate different viewpoints, and coming up with new solutions—so that the group now innovates at the scale of the whole system rather that in small pockets. This type of leadership skill is the most missing element in all systems dynamics, and must become the new factor of leadership.

As rules are refined and collaboration explodes, how do you mobilize collective brainpower for innovation? Here, by way of summary, are some hints from my own experience.

Create a highly engaging project of customer issue to address. Make it real — there’s nothing like raising the stakes.
Ensure the team gets a clear sense of what’s working, what’s confused, and where to improve.
Have the team agree on a playbook to engage each other and share information throughout the project.
Plan some duration with several follow up checkpoints.
Build in peer coaching to ignite self-awareness for applying individual strengths to the collective task.
Conduct finals in which both team solutions and individual results are assessed by the community and sponsor.
Astonishing things happen when you give intelligent, effective people a free hand to re-create how their work gets done. People support what they create.

About the Author

Rob serves as Managing Director at CoVenture Consulting LLC. He specializes in leadership coaching and change consulting. Rob is also an engagement partner of Chaos Capital GP, LLC.