Escolar Documentos
Profissional Documentos
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Efficiency/Effectiveness
Matrix
Efficiency
Effectiveness
High
Low
High
Low
Efficiency/Effectiveness &
Organizational Development
Efficiency
Within
departments
Organizationwide adoption
Effectiveness
O r g a n iz a tio n a l C a p a c ity M a tr ix
E ffe c tiv e n e s s
Low
E ffic ie n c y
H ig h
H ig h
L o w
C o n s is te n t ly h ig h p e r f o r m in g
o r g a n is a tio n s :
- in n o v a tiv e
- a d a p tiv e
e tc .
O r g a n is a t io n s c h a r a c t e r is e d
b y r o le s , a u th o r ity s tr u c tu r e s
a n d r o u tin e s .
E n tr e p r e n e u r ia l a n d
id e o lo g ic a lly c o m m it t e d
o r g a n is a tio n s .
C o n s is t e n t ly lo w p e r f o r m in g
o r g a n is a tio n s
- la c k in g d ir e c t io n a n d
v is io n
- la c k in g s k ills a n d
m o t iv a tio n
E ffic ie n c y =
D o in g th in g s in th e
E ffe c tiv e n e s s =
D o in g
th e
r ig h t w a y - s k illf u ln e s s , e t c .
r ig h t t h in g s - in n o v a t iv e n e s s , c r e a t iv it y , e t c .
EXPLOITATION
High
E
X
P
L
O
R
A
T
I
O
N
H
I
G
H
Highgoalattainment
Dynamic
Growth
Motivatedworkers
Visionary
L
O
w
Shorttermgrowth
Highvulnerability
Fearofchange
Low
Dynamic
Wasteof
resources
Turbulence
Uncertainty
Stagnation
De-motivated
workers
Wasteof
resources
Leadership roles
Top
management
Effectiveness
Middle level
management
Bottom level
management
Efficiency
The Environmental
Characteristics
1.Fully Certain Environment
2.Risky Environment
3.Fully uncertain
Executive Decision-Making
Styles
Figure6.2:KotlerandKellers4Ps
People
Employees
Consumers
Process
Creativity
Discipline
Relationships
Programmes
Products/services
Price
Promotion
Place
12
Performance
Profitability
Growth
Marketshare
Socialgoals
Marketing
Strategy
Market-driven
Perspective
Narver/Slaters Definition
Customer orientation - i.e. gaining intimate
insight into customers needs and market service
requirements,
Competitor orientation - i.e. gaining
understanding of competitors' capabilities and
market response patterns,
Interfunctional co-ordination
Kohli/Jaworskis Definition
Company-wide generation of market intelligence,
Dissemination of this intelligence
Company-wide response /strategies
Determinants of Successful
Market-driven strategies
B:Strategyiswhatemergesfromactionsrather
thansomethingplanned
A:Strategyisanintendedcourseofaction
B:Strategymayprovideanoverachingdirection,
butdoesnotspecifyactions
DIVERGENT PERSPECTIVES
IN STRATEGY
Strategic Planning
Rational (Professional) Decision Maker
Strategic Management
Incrementalism
ContinuousOrganizationalLearning
IntendedandEmergentStrategies
ARationalApproachtoStrategy
Formulation
A General Marketing
Decision Model (Kuada Lecture
slides, 2015)
Competitive
Competitive
Intensity
Intensity
Markting
Markting
Objectives
Objectives
Choiceof
Choiceof
Analytical
Analytical
Tools
Tools
Analysis
Analysis
Strategic
Strategic
Decision
Decision
Past¤t
strategicprofiles
Strategicvision&
objectives
InternalAnalysis
Structures
Vision
Values
Resources
Etc
EmergingExternal
conditions
Analysisof
specific/relevant
conditions
Chosenstrategy
Realized
strategy
EmergingInternal
conditions
Problem Definition
& Decision Objectives
Analysis
Execution
Review
Typical Characteristics
The SMART formula
Specific
Measurable
Agreed & Assignable
Realistic
Time-oriented
Step1:Specifystrategicobjectives
Step2:Undertakeinternalanalysis(RBV)
Step3:Undertakeexternalanalysis
Step4:Formulatebusinessstrategy(aroadmap)
Step5:Specifyactionplan(e.g.usingcriticalpath
method)
Step6:Specifymilestonesanddeliverables/outputs
Step7:Assignpeopleandresources
Step8:Monitor/evaluateprogressandtakecorrective
actions
1.
2.
3.
4.
KOTLER'SATTACKSTRATEGIES
Frontalattack
Attacking strengths rather than weaknesses
Flankattack
Attacking weak spots
Encirclementattack
Attacking from all sides at the same time
By-passattack
Diversification into new markets, unrelated
products etc.
Guerrilaattack
Other Military-inspired
Strategies
Deterrence Strategies- convince the competitor
that it would be prudent to keep out of your markets.
Pre-emptive strike- Attack before you are attacked.
Position Defense- The erection of fortifications.
Mobile defense- Constantly changing positions.
Counter-offensive- When you are under attack,
launch a counter-offensive at the attackers weak
point.
Strategic withdrawal- Retreat and regroup so you
can live to fight another day.
Leapfrog strategy- Avoid confrontation by
bypassing enemy or competitive forces.
Product-Market Strategy
1.
2.
3.
4.
ANon-RationalApproachtoStrategy
Formulation
Related Concepts
Bounded rationality
Proceduralization e.g. looking around
Risk-orientation (i.e. attitude to risk)
pattern-recognition process
Qualified consensus
Dangers to be aware of
1.Cognitive biases
2. Memory distortion
3.Judgment biases
4.Confirmation bias
5.Illusory correlation
6.In-group bias
Rational
Approach
Non-Rational
Approach
Situation Analysis
Based on objective
data
Based on
experience,
impressions etc.
Objectives
Specific &
Measurable
Specific &
Measurable
Strategy
Planned
Logically
Incremental
Tactics
Deliberate, with
anticipated
outcomes
Actions
Planned
Situation-specific
Control
Rule-based
On-the-spot
verficication
Etic (Outside-In)
Pros
Greater chances for novel ideas,
triggering organisational change
Cons
Irrelevant data; may be costly to
collect
Data may be collected to legitimize
top management decision
Relationship Marketing in
an International Context
A Paradigm Shift?
Levels of Relationship
Basic
Pre-sales and/or sales activities but no or
minimal
follow-up
Reactive
Post-sales activities limited to response to
complaints
from customers
Accountable Periodic checks on customers satisfaction
levels and
suggestions for product
improvements
Proactive
Offering customers information about new
products and
suggestions about improved
product usage
Partnership Working continuously with customers to
improve ways
of delivering better value to
them
Three Theoretical
Perspectives
Transactional Costs Economics
Systems network approach
Uppsala version (IPM) - Strategic
partnership
Global/International Value Chain
Version
Social netowrk theory
Granovetter and the concept of
embeddedness
Relationship Marketing
Marketing is a continuous activity
involving the entire organization of
the vendor firm
Customer retention is a goal in itself
Unique (i.e. non-imitable) superior
customer value is created through
relationships
Trust and commitment are key
strategic variables in marketing
Typology of Relationships
Relational Characteristics
Transactional
Marketing
Relational
Marketing
Network
Marketing
Focus
Profitable
transactions
Profitable
relationship
Inter-organizational
links
Players
Communication
patterns
Firm to market
One individual to
another
Inter-organizational
Communication
styles
Arms length
Interpersonal
Multi-personal
Duration
Discrete
Relational/life cycle
Continuous
Formality
Formal
Managed
Interactive
Pre-relationship stage
Exploratory stage
Development stage
Stable stage
Exit stage
Social Relationships
High
Low
High
Low
Business Relationships
Optimal relationships
Undersocialized
Relationships
Oversocialized
relationships
Transactional
Exchange
Proactive Approach to
Distributor Relationship
Management
What do experienced
salespeople say?
Pay your distributors on time
Set clear and achievable goals with them and
reward them for goal attainment
Remember that they have other suppliers
Learn what they need from you
Dont blame them directly; work with them to
achieve future goals
Make friends in the company
Support them; train them to understand your
product
1. Review of relationship
Let me explain what we've done for you since our last
meeting).
2. Looking forward
What priorities would you like us to engage in during the
months ahead?
4. Synchronizing expectations
Here is what we'd like to see from you in the months ahead.
Organizational/Institutional
Buying Behaviour
Introduction to the Buygrid Model
Classification of
Organizational
Buyers
Intermediate customers
Manufacturers
Public Sectors
Key Characteristics of
Use other peoples money
Business
to
Business
Professional buyers usually rational
Customers
Collective decison process - buying centre
Key managers are usually involved
Relatively fewer in number
Purchases are usually substantial in volume and
value
International Dimensions of
Business to Business Marketing
Demand
Growing need for cross-national inter-firm
collaborative arrangements
Contract Production
Out-sourcing of inputs
Strategic Alliances
Increasing demand for technology capacity
enhancement packages in the emerging
market economies
Task Dimensions
Remember that it has 3 components
Buy Situation
Buying Phases
Buying Centre
Modified Re-buy
The buyer has prior experience in buying the
product/service; may want to modify specifications,
prices, terms or suppliers (E.g. consulting services,
components)
Straight re-buy
The buyer routinely re-orders product/service
without modifications (E.g. office supplies; generic
drugs for hospitals)
Buying Phases
Problem recognition
General need description
Product/service specification
Supplier search
Proposal solicitation
Supplier selection
Order-routine specification
Performance Review
Deciders
Decide on product requirements and/or on suppliers
Approvers
Authorise proposed action
Buyers
Selects suppliers and arranges terms of purchase
Gatekeepers
Prevents information from reaching members of the
buying centre
Organisational Determinants of
Buying Centre Behaviour
Degree of organisational stability
crisis? Moderately turbulent? Highly stable?
Degree of manpower turnover
Degree of organisational growth/dynamism
Changes in power configuration
Management of organisational knowledge
Single loop/first order learning
Double loop/second order learning
Multiple loop learning
Buying centre decision making as a political
game
International Perspectives
on the Buy Grid Model
Countries differ in terms of their
notions of logic and decision making
procedures
Countries differ in terms of their degree
of uncertainty avoidance
Countries differ in terms of their degree
of individualism and consensus seeking
Countries and organisations differ in
terms of respect for hierarchical
positions
Some Strategic
Implications