The difference between what we want and what we have got.
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Transcript of The difference between what we want and what we have got.
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The difference between what we want and what we have
got
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Auditing the strategic pathway Market(ing) intentions versus market(ing)
realities strategic gap analysis
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“It’s a dirty little secret: Most executivescannot articulate the objective, scope andadvantage of their business in a simplestatement. If they can’t, neither cananyone else.”
Collis and Rukstad, 2008
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Evaluating: Strategic thinking Market sensing and learning strategy Strategic market choices and targets Customer value strategy and positioning Strategic relationships and networks The strategy
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Systematically identifying the differences (gaps) between what we want and what we have got (or expect to get)
Explaining those gaps and taking remedial action
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Strategicintent
Strategicreality
Strategicgaps
Comparison
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New types of organization Process-based marketing
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Processes that define value
Processes that create value
Processes that deliver value
Accounting& finance
Production& operations
Supplychain Sales
Humanresourcemanagement
Purchasing& supply
Research &development
Customerservice
Partnerorganizations
Alliances
Networks
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The new organization traditional structures create barriers organizational design shifts are common innovation is key force the knowledge-based worker managing culture collaborative working informal networks organizational diversity and external relationships
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Organizational agility and flexibility traditional organizations are too slow and
cumbersome new emphasis on speed and responsiveness
Employee motivation e.g., the Millennials
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Managing organizational marketing processes
Structures are moving towards horizontal business processes
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Traditionalverticalorganizationalhierarchy
Horizontalorganizationalstructure
Functionalstructure
Processstructure
Processoverlay
Functionaloverlay
Hybrid structures
Hybrid structures
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Hybrid organizational forms are replacing traditional vertical organizations
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Processes 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
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Decision making processes – planning and budgeting conventional views of planning and budgeting
emphasise techniques and systems
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Corporate goalsCorporate mission
Corporate constraints
Market analysis and choicesMarket segmentation
Competitive comparisonsInternal analysis
SWOT: Strengths, Weaknesses,Opportunties and Threats
Market strategyMarketing programmes
Tactics and actionsEvaluation and control
Implementation strategySales management
Alliance managementInternal marketing
Corporate/strategicplanning
StrategicmarketingPlanning
Marketingplan
Implementation
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How managers see planning and budgeting – managers want: a good plan teams and ownership continuous process identify real information needs build understanding of strategy shake company dogma
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What managers get from planning: analysis instead of planning information search instead of decisions incrementalism vested interests organizational 'mind-set’ resistance to change no resourcing or implementation Diminishing effort and interest
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Marketing budgeting becomes dominated by: power strategic contingencies control disputes political influence bargaining and advocacy corporate culture
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Managing planning and budgeting as process
Multidimensional processes with analytical, behavioural and organizational dimensions
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Planningprocess
Analyticaldimension
Behaviouraldimension
Organizationaldimension
TechniquesProceduresSystemsPlanning models
Managerial perceptionsParticipationStrategic assumptionsMotivationCommitmentOwnership of output
StructureInformationCultureManagement signals
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Actively managing process to shape outcomes involves: training and development change agents participation design effective planning teams ownership the top priority