Presentation is loading. Please wait.

Presentation is loading. Please wait.

Strategic gaps: The difference between what we want and what we have got Lecture 10.

Similar presentations


Presentation on theme: "Strategic gaps: The difference between what we want and what we have got Lecture 10."— Presentation transcript:

1 Strategic gaps: The difference between what we want and what we have got Lecture 10

2 A route-map for market- led strategic change Value-based marketing strategy New marketing meets old marketing Strategic thinking and thinking strategically Customer value strategy and positioning The strategic pathway Strategic market choices and targets Market sensing and learning strategy Strategic relationships and networks Change strategy Strategic gaps Organization and processes for change Implementation process and internal marketing Part I Customer value imperatives Part II Developing a value-based marketing strategy Part III Processes for managing strategic transformation The Customer is always right-handed

3 Agenda Auditing the strategic pathway Market(ing) intentions versus market(ing) realities –strategic gap analysis

4 Auditing the strategic pathway Its a dirty little secret: Most executives cannot articulate the objective, scope and advantage of their business in a simple statement. If they cant, neither can anyone else. Collis and Rukstad, 2008

5 Auditing the strategic pathway Evaluating: –Strategic thinking –Market sensing and learning strategy –Strategic market choices and targets –Customer value strategy and positioning –Strategic relationships and networks –The strategy

6 Market(ing) intentions versus market(ing) realities 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

7 Strategic gap analysis Strategic intent Strategic reality Strategic gaps Comparison

8 Organization and processes for change: Building the infrastructure to make it happen

9 A route-map for market-led strategic change Value-based marketing strategy New marketing meets old marketing Strategic thinking and thinking strategically Customer value strategy and positioning The strategic pathway Strategic market choices and targets Market sensing and learning strategy Strategic relationships and networks Change strategy Strategic gaps Organization and processes for change Implementation process and internal marketing Part I Customer value imperatives Part II Developing a value-based marketing strategy Part III Processes for managing strategic transformation The Customer is always right-handed

10 Agenda Organizing for marketing Total integrated marketing New types of organization Process-based marketing

11 Total integrated marketing The overwhelming priority of integration Inter-functional partnership Routes to totally integrated marketing –pan-company marketing for real –leadership and vision –communicating out of the silo

12 Total integrated marketing –collaborative partnerships inside the company –formal mechanisms for integration –process focus –cross-functional teams –organizational structure –internal marketing –a strategic approach to total integration

13 Total integrated marketing Processes that define value Processes that create value Processes that deliver value Accounting & finance Production & operations Supply chain Sales Human resource management Purchasing & supply Research & development Customer service Partner organizations Alliances Networks

14 New types of organization 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

15 New types of organization Organizational agility and flexibility –traditional organizations are too slow and cumbersome –new emphasis on speed and responsiveness Employee motivation –e.g., the Millennials

16 Process-based marketing Managing organizational marketing processes Structures are moving towards horizontal business processes

17 Changing organizational themes Traditional vertical organizational hierarchy Horizontal organizational structure Functional structure Process structure Process overlay Functional overlay Hybrid structures

18 Process-based marketing Hybrid organizational forms are replacing traditional vertical organizations

19 Process-based organization for marketing Processes that define value e.g. knowledge management, CRM Processes that create value e.g. new product development, innovation Processes that deliver value e.g. logistics, customer service, value chain relationships Specialist resource groups support process managers e.g. functional departments, business units, external collaborators Process leadership Resource group leadership Coordination mechanisms to link process and resource leadership

20 Process-based marketing Decision making processes – planning and budgeting –conventional views of planning and budgeting emphasise techniques and systems

21 Conventional marketing planning Corporate goals Corporate mission Corporate constraints Market analysis and choices Market segmentation Competitive comparisons Internal analysis SWOT: Strengths, Weaknesses, Opportunties and Threats Market strategy Marketing programmes Tactics and actions Evaluation and control Implementation strategy Sales management Alliance management Internal marketing Corporate/strategic planning Strategic marketing Planning Marketing plan Implementation

22 Process-based marketing 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

23 Process-based marketing 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

24 Process-based marketing Marketing budgeting becomes dominated by: –power –strategic contingencies –control disputes –political influence –bargaining and advocacy –corporate culture

25 Process-based marketing Managing planning and budgeting as process Multidimensional processes with analytical, behavioural and organizational dimensions

26 A multi-dimensional model of marketing planning Planning process Analytical dimension Behavioural dimension Organizational dimension Techniques Procedures Systems Planning models Managerial perceptions Participation Strategic assumptions Motivation Commitment Ownership of output Structure Information Culture Management signals

27 Process-based marketing Actively managing process to shape outcomes involves: –training and development –change agents –participation design –effective planning teams –ownership the top priority


Download ppt "Strategic gaps: The difference between what we want and what we have got Lecture 10."

Similar presentations


Ads by Google