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 Slide 2 Auditing the strategic pathway Market(ing) intentions versus market(ing) realities strategic gap analysis Slide 3 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 Slide 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 Slide 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 Slide 6 Strategic intent Strategic reality Strategic gaps Comparison Slide 7 Slide 8 New types of organization Process-based marketing Slide 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 Slide 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 Slide 11 Organizational agility and flexibility traditional organizations are too slow and cumbersome new emphasis on speed and responsiveness Employee motivation e.g., the Millennials Slide 12 Managing organizational marketing processes Structures are moving towards horizontal business processes Slide 13 Traditional vertical organizational hierarchy Horizontal organizational structure Functional structure Process structure Process overlay Functional overlay Hybrid structures Slide 14 Hybrid organizational forms are replacing traditional vertical organizations Slide 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 Slide 16 Decision making processes planning and budgeting conventional views of planning and budgeting emphasise techniques and systems Slide 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 Slide 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 Slide 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 Slide 20 Marketing budgeting becomes dominated by: power strategic contingencies control disputes political influence bargaining and advocacy corporate culture Slide 21 Managing planning and budgeting as process Multidimensional processes with analytical, behavioural and organizational dimensions Slide 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 Slide 23 Actively managing process to shape outcomes involves: training and development change agents participation design effective planning teams ownership the top priority