strategic gaps: the difference between what we want and what we have got lecture 10
TRANSCRIPT
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Strategic gaps:
The difference between what we want and what we have got
Lecture 10
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A route-map for market-led strategic change
Value-basedmarketingstrategy
New marketing
meetsold
marketing
Strategicthinking and
thinkingstrategically
Customer valuestrategy andpositioning
The strategic pathway
Strategicmarket choices
and targets
Market sensingand learning
strategy
Strategicrelationshipsand networks
Change strategy
Strategicgaps
Organizationand processes
for change
Implementationprocess and
internalmarketing
Part ICustomer value
imperatives
Part IIDeveloping a value-based
marketing strategy
Part IIIProcesses for managingstrategic transformation
The Customeris always
right-handed
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Agenda
• Auditing the strategic pathway• Market(ing) intentions versus market(ing) realities
– strategic gap analysis
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Auditing the strategic pathway
“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
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Auditing the strategic pathway
• Evaluating:– Strategic thinking– Market sensing and learning strategy– Strategic market choices and targets– Customer value strategy and positioning– Strategic relationships and networks– The strategy
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Market(ing) intentions versus market(ing) realities
• 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
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Strategic gap analysis
Strategicintent
Strategicreality
Strategicgaps
Comparison
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Organization and processes for change: Building the infrastructure to make it
happen
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A route-map for market-led strategic change
Value-basedmarketingstrategy
New marketing
meetsold
marketing
Strategicthinking and
thinkingstrategically
Customer valuestrategy andpositioning
The strategic pathway
Strategicmarket choices
and targets
Market sensingand learning
strategy
Strategicrelationshipsand networks
Change strategy
Strategicgaps
Organizationand processes
for change
Implementationprocess and
internalmarketing
Part ICustomer value
imperatives
Part IIDeveloping a value-based
marketing strategy
Part IIIProcesses for managingstrategic transformation
The Customeris always
right-handed
![Page 10: Strategic gaps: The difference between what we want and what we have got Lecture 10](https://reader031.vdocuments.us/reader031/viewer/2022013102/5513e7f555034674748b579c/html5/thumbnails/10.jpg)
Agenda
• Organizing for marketing• Total integrated marketing• New types of organization• Process-based marketing
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Total integrated marketing
• The overwhelming priority of integration• Inter-functional partnership• Routes to totally integrated marketing
– pan-company marketing for real– leadership and vision– communicating out of the silo
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Total integrated marketing
– collaborative partnerships inside the company– formal mechanisms for integration– process focus– cross-functional teams– organizational structure– internal marketing– a strategic approach to total integration
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Total integrated marketing
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
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New types of organization
• 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
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New types of organization
• Organizational agility and flexibility– traditional organizations are too slow and
cumbersome– new emphasis on speed and responsiveness
• Employee motivation– e.g., the Millennials
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Process-based marketing
• Managing organizational marketing processes• Structures are moving towards horizontal business
processes
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Changing organizational themes
Traditionalverticalorganizationalhierarchy
Horizontalorganizationalstructure
Functionalstructure
Processstructure
Processoverlay
Functionaloverlay
Hybrid structures
Hybrid structures
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Process-based marketing
• Hybrid organizational forms are replacing traditional vertical organizations
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Process-based organization for marketing
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
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Process-based marketing
• Decision making processes – planning and budgeting– conventional views of planning and budgeting
emphasise techniques and systems
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Conventional marketing planning
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
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Process-based marketing
• 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
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Process-based marketing
• 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
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Process-based marketing
• Marketing budgeting becomes dominated by:– power– strategic contingencies– control disputes– political influence– bargaining and advocacy– corporate culture
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Process-based marketing
• Managing planning and budgeting as process• Multidimensional processes with analytical, behavioural
and organizational dimensions
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A multi-dimensional model of marketing planning
Planningprocess
Analyticaldimension
Behaviouraldimension
Organizationaldimension
TechniquesProceduresSystemsPlanning models
Managerial perceptionsParticipationStrategic assumptionsMotivationCommitmentOwnership of output
StructureInformationCultureManagement signals
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Process-based marketing
• Actively managing process to shape outcomes involves:– training and development– change agents– participation design– effective planning teams– ownership the top priority