Expect the Unexpected: Finding Opportunity in Unexpected Business Results

By Richard Parsons

A serious disruption will happen in every business—it’s not a question of if but when. If the disruption is big enough, it can destroy you, but it can also give you the opportunity to succeed beyond previous achievements.

For instance, no one predicted the impact of the COVID-19 pandemic, but it has destroyed some companies and helped others.

Richard Parsons, the former corporate controller for M&M/Mars and a faculty member at Texas A&M University – Texarkana, shares case studies that exemplify how to deal with surprising situations in this book. He highlights best practices such as:

• Be close to the customer. Too often, we focus on competitors when it’s customers that end up surprising us. Their tastes and preferences change quickly.

• Focus on what you can control. Especially in the short term, don’t expect things to turn out like you planned. Owners and executives can get caught up with enthusiasm or despair over short-term results and lose discipline and direction.

On the surface, these ideas and many others may seem simple, but that is exactly why they are so powerful. When you get the fundamentals right, you have the foundation on which other ideas can succeed.

• Language: English
• Publisher: Archway Publishing
• Release date: Jun 27, 2021
• ISBN: 9781665707718

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Copyright © 2021 Richard Parsons.

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ISBN: 978-1-6657-0770-1 (sc)

ISBN: 978-1-6657-0771-8 (e)

Library of Congress Control Number: 2021911053

Archway Publishing rev. date: 6/22/2021

CONTENTS

Introduction

SECTION I

Chapter 1    Stay Flexible

Chapter 2    Turning Waste to Gold

Chapter 3    An Idea without a Home

SECTION II

Chapter 4    Be Close to the Customer

Chapter 5    Twix Advertising Won Awards but Lost Sales

Chapter 6    The Five-Billion-Dollar Man

Chapter 7    Why You Want a Snickers Bar—Even If You’re Not Hungry

SECTION III

Chapter 8    Focus on What You Can Control

Chapter 9    The Worst Deal Ever Made

Chapter 10    The Right Move with the Wrong Results

SECTION IV

Chapter 11    Concluding Thoughts

INTRODUCTION

He who would search for pearls must dive below.

—John Dryden

As a young business executive, I attended a training course where the coach shared a Chinese proverb that really made me think. I had been focused on creating strategic and operational plans for business units and had focused on critical success factors specific to each business. We were convinced that if we achieved these critical success factors, the business would achieve success, grow, and make money. And if we did not achieve these, then the business would result in failure. For example, in a rice business we owned, we felt we needed to establish an instant rice product to compete with the number two business in the segment. In addition, we had some stagnant brands that we felt needed some significant investment in order for them to grow. We also planned on making a few strategic acquisitions.

The Chinese proverb went something like this:

A farmer had only one horse. One day, his horse ran away.

His neighbors said, I’m so sorry. This is such bad news. You must be so upset.

The man just said, Good news, bad news—who knows?

A few days later, his horse came back with twenty wild horses following. The man and his son corralled all twenty-one horses.

His neighbors said, Congratulations! This is such good news. You must be so happy!

The man just said, Good news, bad news—who knows?

One of the wild horses kicked the man’s only son, breaking both his legs.

His neighbors said, I’m so sorry. This is such bad news. You must be so upset.

The man just said, Good news, bad news—who knows?

The country went to war, and every able-bodied young man was drafted to fight. The war was terrible and killed every young man, but the farmer’s son was spared since his broken legs prevented him from being drafted.

His neighbors said, Congratulations! This is such good news. You must be so happy!

The man just said, Good news, bad news—who knows?

I was left a little anxious and reflective. If we couldn’t really comprehend what was good and what was bad, then our plans were nothing more than pipe dreams. Of course I gained composure and convinced myself that the real world was not as complicated as the parable implied. While occasionally things went wrong, we certainly know what is usually good and usually bad.

As I considered our activities, all our research, debate, and thought, I was confident that we could put together a great plan. In fact, the new products, improved brands, and new acquisitions on which we were focusing incredible energy and resources were sure to be winners and drive the business forward! Now, twenty years later, I look back and see that the instant rice, the supported brands, and the acquisitions were maybe only mildly or partially successful. They really didn’t amount to much more than a little blip, or on occasion a little dip, in the overall business performance.

A serious disruption will happen in every business; it’s not a question of if but when. If the disruption is big enough, it can destroy you, but it can also give you the opportunity to succeed far beyond your previous achievements. No one predicted the major impact of the COVID-19 pandemic, but it