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The difference between what we want and what we have got.

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

1 The difference between what we want and what we have got

2  Auditing the strategic pathway  Market(ing) intentions versus market(ing) realities  strategic gap analysis

3 “It’s a dirty little secret: Most executives cannot articulate the objective, scope and advantage of their business in a simple statement. If they can’t, neither can anyone else.” Collis and Rukstad, 2008

4  Evaluating:  Strategic thinking  Market sensing and learning strategy  Strategic market choices and targets  Customer value strategy and positioning  Strategic relationships and networks  The strategy

5  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

6 Strategic intent Strategic reality Strategic gaps Comparison


8  New types of organization  Process-based marketing

9 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

10  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

11  Organizational agility and flexibility  traditional organizations are too slow and cumbersome  new emphasis on speed and responsiveness  Employee motivation  e.g., the Millennials

12  Managing organizational marketing processes  Structures are moving towards horizontal business processes

13 Traditional vertical organizational hierarchy Horizontal organizational structure Functional structure Process structure Process overlay Functional overlay Hybrid structures

14  Hybrid organizational forms are replacing traditional vertical organizations

15 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

16  Decision making processes – planning and budgeting  conventional views of planning and budgeting emphasise techniques and systems

17 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

18  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

19  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

20  Marketing budgeting becomes dominated by:  power  strategic contingencies  control disputes  political influence  bargaining and advocacy  corporate culture

21  Managing planning and budgeting as process  Multidimensional processes with analytical, behavioural and organizational dimensions

22 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

23  Actively managing process to shape outcomes involves:  training and development  change agents  participation design  effective planning teams  ownership the top priority

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