Economic's project (presentation of chapter 12 submitted by usama shehzad sr i-s)
-
Upload
muhammad-omer-mirza -
Category
Business
-
view
175 -
download
0
Transcript of Economic's project (presentation of chapter 12 submitted by usama shehzad sr i-s)
ECONOMICS PROJECT
1. Imperatives for Market-Driven Strategy
2. Markets and Competitive Space
3. Strategic Market Segmentation
4. Strategic Customer Relationship Management
5. Capabilities for Learning about Customers and Markets
6. Market Targeting and Strategic Positioning
7. Strategic Relationships
8. Innovation and New Product Strategy
9. Strategic Brand Management
10. Value Chain Strategy
11. Pricing Strategy
12. Promotion, Advertising and Sales Promotion
Strategies
13. Sales Force, Internet, and Direct Marketing Strategies
14. Designing Market-Driven Organizations
15. Marketing Strategy Implementation And Control
Strategic Marketing
Chapter 14
DesigningMarket-DrivenOrganizations
DESIGNING MARKET-DRIVEN ORGANIZATIONS
Trends in organization design Organizing for market-driven
strategy Marketing departments Structuring marketing resources Organizing for global marketing
and global customers
DESIGNING MARKET-DRIVEN ORGANIZATIONS
Procter and GambleGlobal restructuring to improve innovation and competitiveness
Global business units for products and market development units to tackle local market issues
Change agents appointed to work across business units
Virtual innovation teams work through intranetOrganization design supports clear strategies so all business disciplines can work together
TRENDS IN ORGANIZATION DESIGN
(1) The New OrganizationTraditional structures
Centralized, vertical, “command and control”Organizational design shiftsInnovationThe knowledge-based workerManaging cultureCollaborative workingInformal networksOrganizational diversity and external relationships
ORGANIZATION COSTS Cadbury Schweppes - world’s largest
confectionery business Restructuring at cost of $900 million Organizational structure has become too
complex with too many overlaps Organizational costs account for 20% of turnover
- compared to 12% at competitors Reorganization is central to regaining
competitiveness
TRENDS IN ORGANIZATION
DESIGN (2)Managing organizational processesManaging organizational processesOrganizational agility and flexibilityOrganizational agility and flexibilityZaraZaraToyotaToyotaEmployee motivationEmployee motivation““MySpace GenerationMySpace Generation”
Alternative Organizational StructuresTraditional
Hierarchy
FunctionalStructure
ProcessOverlay
FunctionalOverlay
ProcessStructure
HorizontalStructure
PROCESS-BASED ORGANIZATIONAL
STRUCTUREProcesses that define valuee.g. knowledge management, CRM
Processes that create valuee.g. new product development,innovation
Processes that deliver valuee.g. logistics, customer service,value chain relationships
Specialist resource groups support processManagers e.g. functional departments,business units, external collaborators
ProcessLeadership
Resource Group Leadership
Coordinationmechanismsto linkprocess andresourceleadership
THE TOYOTA WAY Pillar IChallengeKaizen - continuous improvementGenchi Genbutsu - go and see for yourself Pillar IIRespectTeamwork EM2 - Everything Matters
Exponentially
THE MYSPACE GENERATION
Lives online - social networking sites are a way of life
Children of the baby boomers Ambitious, demanding and question
everything Work/life balance is very important Expected to be the highest maintenance
workforce in history and the most high-performing
“You raised them, now manage them”
ORGANIZING FOR MARKET-DRIVEN STRATEGY (1)
Strategic marketing and organization structure
Aligning the organization with the market Informal lateral integration Integrating mechanismsFull customer alignment
CUSTOMER-BASED FRONT-END ORGANIZATION
Senior Management
Back-end Units Customer-basedFront-end Units
Product customers Solutions customers
Internal linkagesShared planning and metrics
Mediationfrom thecentre
ORGANIZING FOR MARKET-DRIVEN STRATEGY (2)
Marketing functions versus marketing processes Marketing as cross-functional processThe challenge of integrationMarketing’s links to other functions
Finance/accountingOperationsSalesR&DCustomer serviceHuman resource management
Approaches to achieving effective integration
MARKETING DEPARTMENTS
Centralization versus decentralization Integration or diffusion Contingencies for organizing Evaluating organizational designs
TRANSACTIONALBUREAUCRATIC
ORGANIC RELATIONAL
Centralized FormalizedNo specialized
Internal(hierarchical)Organizationof Activity
External(market)Organizationof Activity
DecentralizedNo formalizedSpecialized
Organizing Concepts
STRUCTURING MARKETING RESOURCES (1)
Structuring issues Functional organizational design Product-focused designProduct/brand managementCategory managementVenture teamsNew product teams Market-focused design Matrix design
TRADITIONALDESIGNS
Functional
Matrix Product-Focused
Market-Focused
Traditional Marketing Organization Designs
PRODUCT-FOCUSED STRUCTURE
MARKETING ORGANIZATION BASED ON A COMBINATION OF FUNCTIONS AND
PRODUCTS
STRUCTURING MARKETING RESOURCES (2)
New marketing roles New marketing specializations Venture marketing organizations Partnering with other organizations Networked organizations
NEW ORGANIZATIONAL STRUCTURE FOR MARKETING
Vice Presidentof Marketing
Director ofProductManagement
ChiefCustomerOfficer
CustomerService
CustomerDatabase
MarketingResearch
THE MARKETING COALITION COMPANY
ORGANIZING FOR GLOBAL MARKETING AND GLOBAL
CUSTOMERS
Organizing for global marketing strategies
Business functionsOrganizational issuesCoordination and communication
Organizing for global customersThe growth in global retailersGlobal account management structures
GLOBAL ACCOUNT MANAGEMENT AT
MICROSOFT Single executive/team in charge of single customer and all global needs
Restricted to customers by revenue size but also willingness/ability to partner
Senior managers encouraged to develop relationships with senior managers at global accounts
Global business managers work across business units, functions and organizations