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Industry – ICT Industry Business - Value Added Reseller of

Information and Communications

 Technology solutions and services. Need fullled – channel of distriution forvarious information and communicationstechnology

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Core Ideology◦ Core !ur"ose – #el" "eo"le succeed through

technology.

◦ Core Values – $%cellence& !eo"le& Integrity&

Creativity& 'ustainaility◦ B#A( – )emocrati*e 'ustainale Technologies

◦ Vivid – +,+ –

Vision

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Industry – ICT Industries Net/or0 'I ValueAdded Reseller of Information andCommunications Technology solutions andservices.

Need fullled – channel of distriution forvarious information and communicationstechnology

Industry

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Industry – ICT Industries Net/or0 'I ValueAdded Reseller of Information andCommunications Technology solutions andservices.

Need fullled – channel of distriution forvarious information and communicationstechnology

Company

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Propose Corporate Strategies◦ )escrie 'trategy 1include 'trengths that need to

e develo"ed or /ea0nesses that have to eovercome2

◦ Re-state 34ectives to e attained y the"ro"osed strategy

Basis for the Corporate Strategy

1. Strategy

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Value Chain: Netmarks PH

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Value Chain: Netmarks PH

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'TRAT$(6◦ 'et of actions a com"any "lans in res"onse to changes

in e%ternal environment – e.g. moves of customers&rivals&

◦

#o/ to res"ond to 3 7 T8s29 'trategic shift: e.g. attac0ing a ne/ mar0et

◦ The /ay a com"any chooses to im"rove its "ositionvis-;-vis com"etition lo/-cost "roduction or delivery 1'Cue value for our targetcustomer?@

1. Strategy

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'tructure follo/s strategy A strategy of diversity forces a decentrali*ed structure

A strategy of focus forces centrali*ation

#o/ to ma0e the /hole thing /or0?

#o/ to focus on those dimensions im"ortant toe%ecute ne/ strategy

$m"hasis and coordination – not 4ust to divide thetas0s

hat tas0s to em"hasi*e 1or de-em"hasi*e2 hat structure /ill im"rove coordination to e%ecute?

hat should the organi*ation loo0 li0e to e aleto e%ecute the ne/ strategy?

. Stru!ture

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All "rocedures that ma0e the organi*ationgo& day-y-day& year-y-year

$.g. Ca"ital udgeting systems& trainingsystems

'ystems mirror the state of the organi*ation– to understand ho/ a com"any really getthings done or doesn8t& loo0 at the system

". Systems

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  '6'T$

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'T6$◦ A leader8s time is an immensely "o/erful change lever.

◦ !attern of action9 "eo"le elieve /hat leaders do& not

/hat they say◦ 'ymolic ehavior – oard seats9 fund allocation9

cancellation of lo/er "riorities9 dene fe/er ut moreconsistent strategic targets

◦ here leaders s"end their limited time – to/ard the

strategy or not.◦  The /ay the management team comes across to the

organi*ation .

$. Style

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◦ Another term is =culture@

◦ 'uccinct shared values aligned to the ne/strategy9

◦

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Docus on

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It is not only Strategy 0Stru!ture.

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=Changes instrategy andstructure often

ha""en more>uic0ly& ut thereal "ace ofchange is geared

to all the seven'8s&@ Waterman, Peters,and Phillips.