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

The difference between what we want and what we have

got

Page 2: The difference between what we want and what we have got

Auditing the strategic pathway Market(ing) intentions versus market(ing)

realities strategic gap analysis

Page 3: The difference between what we want and what we have got

“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

Page 4: The difference between what we want and what we have got

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

Page 5: The difference between what we want and what we have got

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

Page 6: The difference between what we want and what we have got

Strategicintent

Strategicreality

Strategicgaps

Comparison

Page 7: The difference between what we want and what we have got
Page 8: The difference between what we want and what we have got

New types of organization Process-based marketing

Page 9: The difference between what we want and what we have got

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

Page 10: The difference between what we want and what we have got

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

Page 11: The difference between what we want and what we have got

Organizational agility and flexibility traditional organizations are too slow and

cumbersome new emphasis on speed and responsiveness

Employee motivation e.g., the Millennials

Page 12: The difference between what we want and what we have got

Managing organizational marketing processes

Structures are moving towards horizontal business processes

Page 13: The difference between what we want and what we have got

Traditionalverticalorganizationalhierarchy

Horizontalorganizationalstructure

Functionalstructure

Processstructure

Processoverlay

Functionaloverlay

Hybrid structures

Hybrid structures

Page 14: The difference between what we want and what we have got

Hybrid organizational forms are replacing traditional vertical organizations

Page 15: The difference between what we want and what we have got

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

Page 16: The difference between what we want and what we have got

Decision making processes – planning and budgeting conventional views of planning and budgeting

emphasise techniques and systems

Page 17: The difference between what we want and what we have got

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

Page 18: The difference between what we want and what we have got

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

Page 19: The difference between what we want and what we have got

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

Page 20: The difference between what we want and what we have got

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

Page 21: The difference between what we want and what we have got

Managing planning and budgeting as process

Multidimensional processes with analytical, behavioural and organizational dimensions

Page 22: The difference between what we want and what we have got

Planningprocess

Analyticaldimension

Behaviouraldimension

Organizationaldimension

TechniquesProceduresSystemsPlanning models

Managerial perceptionsParticipationStrategic assumptionsMotivationCommitmentOwnership of output

StructureInformationCultureManagement signals

Page 23: The difference between what we want and what we have got

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